Henry Wu, the Programme Director of the Transformation Office at Alexandra Health System (AHS), conferred with his team on the status of the Population Health programme, a joint initiative between AHS and Singapore's Ministry of Health (MOH), in May 2015. The programme sought to increase health awareness and encourage a targeted population of the island city-state's residents to make positive lifestyle changes. The centrepiece of the programme is a systematic effort to attract residents to voluntary screening events to assess their health and lifestyle habits. The programme also provides a clear path co-developed by residents, community nurses and intervention specialists for unhealthy or high-risk residents to seek medical treatment or participate in lifestyle intervention programmes. The most critical outcome would be encouraging them to take appropriate follow-up actions and be able to measure their habits and behaviour. In the longer term, the Population Health team faces the task of scaling up the program from an initial target population of 16,000 residents to cover the entire population of 220,000 residents over the age of 40 in the north of Singapore. The stakes are high for Singapore's healthcare system and in particular for AHS, a healthcare cluster in the north that manages Khoo Teck Puat Hospital (KTPH). KTPH has only been open for less than five years and is already experiencing serious capacity constraints. Most incoming patients are residents over the age of 50 who suffer from chronic diseases. Doctors and hospital administrators believe that a population health programme targeting people over the age of 40 could mitigate hospital resource strain by averting chronic diseases before symptoms became more acute as people age. By encouraging middle-aged residents to live healthier and more active lives, the anticipated rise in healthcare demand (and associated costs) for the next generation of elderly Singaporeans could be stabilised.

Green Freight Asia (GFA) is a three-part case. Part A chronicles the formation of GFA, a private sector initiative that grew out of a network of companies that came together in 2011 to reduce air pollution and CO2 from road freight emissions in the Asia Pacific region. GFA's primary goal is to incentivise the adoption of green freight practices by creating a label that recognises and rewards companies for their commitment to improving fuel efficiency and reducing vehicle emissions. GFA's label programme, finalised in March 2014, establishes four levels of recognition, each represented by a logo with a corresponding number of 'Green Leaf(s)'. However, GFA lacks the necessary data management systems and processes to run the programme. This means that GFA needed a mechanism to collect, verify and incorporate company reported data into the labelling programme. To address this issue, in May 2014, Stephan Schablinski, the chief executive officer of GFA, seeks potential partners to collaborate with GFA on a comprehensive IT solution for the programme. He is not interested in a typical IT services arrangement but also because he believes that working with GFA could provide ample business opportunities for an entrepreneurial partner. Part B of the case series explores how a collaborative partnership between GFA and an IT solution partner could work. A workable partnership must consider alternative models for financing, since GFA lacks the financial resources to pay for the development, implementation, operation and maintenance of the data management system. The partner must provide a feasible, innovative and creative means to commercialise at least some aspect of the GFA partnership. Part C of the case series takes a look at the capabilities of what a successful data collection, analytics and reporting platform could do. And how the platform could potentially influence policy and expand collaboration into more wide-reaching spheres to mitigate global climate change.

Green Freight Asia (GFA) is a three-part case. Part A chronicles the formation of GFA, a private sector initiative that grew out of a network of companies that came together in 2011 to reduce air pollution and CO2 from road freight emissions in the Asia Pacific region. GFA's primary goal is to incentivise the adoption of green freight practices by creating a label that recognises and rewards companies for their commitment to improving fuel efficiency and reducing vehicle emissions. GFA's label programme, finalised in March 2014, establishes four levels of recognition, each represented by a logo with a corresponding number of 'Green Leaf(s)'. However, GFA lacks the necessary data management systems and processes to run the programme. This means that GFA needed a mechanism to collect, verify and incorporate company reported data into the labelling programme. To address this issue, in May 2014, Stephan Schablinski, the chief executive officer of GFA, seeks potential partners to collaborate with GFA on a comprehensive IT solution for the programme. He is not interested in a typical IT services arrangement but also because he believes that working with GFA could provide ample business opportunities for an entrepreneurial partner. Part B of the case series explores how a collaborative partnership between GFA and an IT solution partner could work. A workable partnership must consider alternative models for financing, since GFA lacks the financial resources to pay for the development, implementation, operation and maintenance of the data management system. The partner must provide a feasible, innovative and creative means to commercialise at least some aspect of the GFA partnership. Part C of the case series takes a look at the capabilities of what a successful data collection, analytics and reporting platform could do. And how the platform could potentially influence policy and expand collaboration into more wide-reaching spheres to mitigate global climate change.

Green Freight Asia (GFA) is a three-part case. Part A chronicles the formation of GFA, a private sector initiative that grew out of a network of companies that came together in 2011 to reduce air pollution and CO2 from road freight emissions in the Asia Pacific region. GFA's primary goal is to incentivise the adoption of green freight practices by creating a label that recognises and rewards companies for their commitment to improving fuel efficiency and reducing vehicle emissions. GFA's label programme, finalised in March 2014, establishes four levels of recognition, each represented by a logo with a corresponding number of 'Green Leaf(s)'. However, GFA lacks the necessary data management systems and processes to run the programme. This means that GFA needed a mechanism to collect, verify and incorporate company reported data into the labelling programme. To address this issue, in May 2014, Stephan Schablinski, the chief executive officer of GFA, seeks potential partners to collaborate with GFA on a comprehensive IT solution for the programme. He is not interested in a typical IT services arrangement but also because he believes that working with GFA could provide ample business opportunities for an entrepreneurial partner. Part B of the case series explores how a collaborative partnership between GFA and an IT solution partner could work. A workable partnership must consider alternative models for financing, since GFA lacks the financial resources to pay for the development, implementation, operation and maintenance of the data management system. The partner must provide a feasible, innovative and creative means to commercialise at least some aspect of the GFA partnership. Part C of the case series takes a look at the capabilities of what a successful data collection, analytics and reporting platform could do. And how the platform could potentially influence policy and expand collaboration into more wide-reaching spheres to mitigate global climate change.

Silverado has raised $50 million and launched its first product: an Internet-based trivia game with innovative software. In a highly uncertain environment, the young management team must decide whether to continue developing the product and whether to branch out into new domains.