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A note on regulatory technology (RegTech) describing its evolution, use cases, and the competitive environment in 2021.

In March 2021, delivery app CEO Oscar Pierre and his team consider strategies to grow Glovo's quick commerce delivery service and to approach their expansion in Kenya.

In January 2020, Founders Factory (FF) Executive Chairman Brent Hoberman and CEO Henry Lane Fox were considering FF's expansion strategy. FF operated as a venture capital (VC) fund built around an accelerator and incubator, and organized around sectors within technology innovation-media, education, beauty, travel, finance, home & hygiene, AI & big data, and retail. FF sought a quasi-exclusive corporate partner to fund investments in each sector. By 2020, FF had 11 partners across 9 sectors; it had raised more than £280 million and launched nearly 100 startups. FF had three offices in addition to its London headquarters-in Johannesburg, Paris, and New York City. Each was set up as an independent operating company with roughly the same ownership structure. Deploying a "franchising" model limited FF London's financial risk; it also enabled each satellite office to leverage FF's reputation and resources while operating with a fair degree of autonomy. Hoberman and Lane Fox were considering other approaches to adding their next international office. With those thoughts in mind, the pair were meeting with their leadership team to address a series of questions related to organizational design: should they maintain their current ownership and operating structure, and continue to establish each new office as its own operating company? Or should they pursue an expansion strategy with a centralized approach and scale by adopting a more traditional corporate structure?

Elie Girard has taken the helm as CEO of Atos-multinational IT giant-to lead the company into the next era of digital transformation. Noticing that customers' digital needs were evolving to become even more specialized and global in scope, he made a bold first step as leader: restructure the organization from a service-based model to a portfolio built around specific industry verticals, while competitors were moving in the other direction with the conviction that digital disruption had dissolved industry barriers. Underpinning Girard's new digital blueprint were four pillars - the cloud, data, cybersecurity, and decarbonization - which he had fortified with a steady M&A strategy resulting in nine acquisitions. But decarbonization - reducing carbon emissions into the atmosphere through strategic use of digital technology - was a brand-new dimension with big questions about its feasibility. The environmental approach was controversial in different parts of the world. To add to the uncertainty, the COVID-19 pandemic had suddenly turned the world upside down, forcing organizations to transition into remote work overnight. In the middle of a global health crisis and ensuing economic fallout, could Girard afford to make such drastic organizational structure changes that flew in the face of industry trends? Would his decision disqualify Atos from the race with competitors, or was it the only way to serve customers in even greater need of digital solutions?

In January 2020, India-based KhataBook, a digital ledger app for small businesses, is led by CEO Ravish Naresh, as his team faces a series of dilemmas regarding where to focus next.

In March 2019, Molson Coors CEO Mark Hunter considered a request to pull forward $65 million CAD in anticipated future funding for Truss Beverages, a Toronto-based cannabis beverage company that Molson Coors created in a joint venture with a Canadian cannabis production company. The request was for the construction of a new production facility for cannabis beverages, a new product in an as-yet-nascent market.

A weather technology startup, ClimaCell considers the R＆D trade-offs and financing implications of pursuing a proposed contract with a major automobile maker, rather than continuing its focus on building a scalable, all-purpose weather prediction engine.

Indigo Agriculture used a digital-enabled research and development (R&D) process to launch its initial product, microbial coatings for agricultural seeds, which increase crop yields while reducing the need for fertilizers. In doing so, the company developed direct relationships with farmers, in contrast to typical agricultural supply chains that use intermediaries. The company then launched a marketplace platform to link growers directly to crop buyers, again disintermediating the market. Indigo Agriculture is now considering launching an initiative to incentivize farmers to engage in regenerative agricultural practices by setting up a carbon market that could pay them for sequestering carbon into their soils. If scaled globally, the idea could sequester as much as one trillion tons (a teraton) of carbon dioxide from the earth's atmosphere into agricultural soils, but pursing the idea has many risks.

In mid-2019, a year after German conglomerate Bayer Group closed its acquisition of U.S.-based seeds giant Monsanto, the leadership of Bayer's Crop Science division (which absorbed Monsanto) is reflecting on the opportunities ahead. Some observers have questioned Bayer's decision to buy Monsanto, citing potential reputational and financial liabilities; in the last year, Bayer's stock price has suffered. However, the leadership team expects the combination of Monsanto's and Bayer Crop Science's seed, crop protection, and digital agriculture technologies and expertise to deliver huge value to farmers and shareholders. A key focus is The Climate Corporation, Monsanto's (and now Bayer's) digital agriculture unit, which collects data from farmer-customers' operations and uses it to provide tailored farming advice and to inform internal research and development. Bayer Crop Science is digitizing its entire R&D operation in order to fast-track innovation, with the goal of producing the game-changing products needed to feed the growing global population while protecting the environment. The Bayer team aspires to lead the digital transformation of agriculture. Is this achievable, and is Bayer the right firm to lead it? Will farmer distrust, competition, merger-related challenges, or other hurdles prove insurmountable?

Malcolm Turner becomes the new athletic director at Vanderbilt University, tasked with increasing athletics-related revenue and improving on-field performance, while maintaining Vanderbilt's academic rigor for student-athletes.

Thierry Breton, chairman and CEO of IT company Atos, faced a pivotal juncture. After spending eight intense years scaling the company globally to over 100,000 employees in 70 countries, he was ready to take the next crucial step. Breton was convinced that rapid digital shockwaves would cause transformative disruption and become key to competitiveness for companies, including his own. To take the digital leap, Breton needed Atos to undergo dual digital transformation - defined as redesigning the underlying processes and competencies of an organization to become more adaptive using digital technology, from artificial intelligence and machine learning to the Internet of Things, while simultaneously guiding customers through the same changes. Breton had also struck a high-profile partnership with Google to deliver cloud design and artificial intelligence to customers. But now that the deal had been announced, Atos had to deliver. The firm's top leadership was split on how to equip Atos' large workforce for its digital transformation. In one view, Atos needed to motivate the majority of its employees to voluntarily complete digital certification programs. In another view, on-the-job learning was the best way to train both technical and non-technical employees in the digital skills relevant to their respective roles. Breton had to determine which approach would be the fastest and most effective way of upskilling his workforce to meet the demands of dual digital transformation.

Drone Racing League (DRL) sees itself as the world's preeminent professional drone racing league. The company is in its third season of racing and is focused on future seasons and the negotiation of a new media agreement. How should the company proceed?

In August 2018, Amazon acquired Whole Foods Market for $13.7 billion. Whole Foods was struggling with high costs and faced growing competition from traditional supermarkets offering more organic products. Prior to the acquisition, Whole Foods began rolling out a new order-to-shelf (OTS) inventory management system that many observers believed had led to shortages. For years, store team leaders at Whole Foods were empowered to make inventory decisions and tailor their stores to meet local needs, but OTS came with strict rules for purchasing and displaying goods which upset many employees. Should Amazon push Whole Foods to improve performance by emphasizing efficiency and standardization? Or should it aim to maintain a sense of empowerment among employees?

Following a full takeover of Darden Restaurant's Board of Directors, Darden COO Gene Lee is weighing an offer to become interim CEO.

A team of investors at Omidyar Network explore two different investment possibilities in the budding financial inclusion space, using their investment framework to consider capital alternatives available for both investments, each of which carries highly divergent financial and impact potential.

Two leadership groups from Boston 2024 negotiate with government bodies, community leaders, and olympic officials in an effort to bring the 2024 Olympics to Boston.

A summary of events that occured after the (A) case, including Los Angeles winning nomination for the 2028 Olympics with assistance from Pagliuca and Boston 2024 bid material.

Unlike its rival Airbus, Boeing used a practice called program accounting to record its commercial aircraft expenses since the 1980s. Program accounting allowed Boeing to expense estimated average costs instead of the actual production costs of an aircraft. This practice lowered the effect of the initially high costs of manufacturing new aircraft models on Boeing's profitability and reflected potential learning efficiencies that could drive down manufacturing costs over time. By 2016, Boeing had deferred about $27 billion in production costs related to its 787 program. If Boeing had been forced to expense these costs, it would have shown profits of $1.4 billion between 2012 and 2016 instead of $25.2 billion, raising questions about Boeing's true profitability.