This case describes 23andMe CEO and cofounder Anne Wojcicki's founding story and her recent attempts to scale the company's direct-to-consumer genetic testing franchise while simultaneously expanding its pharmaceutical development aspirations.

This case provides an overview of the founding and scaling story of British health and wellness company Clinova. The case outlines the fledgling company's early marketing successes signing up-and-coming athletes and sports franchises, as well as the difficult capital allocation, strategic and structural decisions Clinova's founders Arsalan Karim and Charles Ebubedike must make between scaling their consumer product lines or building their illness diagnosis mobile application.

This case provides an overview of the founding and scaling of Chinese artificial intelligence-enabled adaptive learning company Squirrel AI. The case details founder Derek Haoyang Li's struggles to build and scale a comprehensive cutting-edge product and accompanying business model for China's large and growing after-school education industry.

This note examines the economic and political impact of the Australian government's deregulation and climate change policies, as well as a slew of additional corresponding market factors, on Australia's energy and electricity markets. Since the Australian government began its concerted effort to deregulate the power generation industry in the 1990s, prices for electricity and natural gas have risen significantly faster than either automotive fuel or the broader Australian consumer price index. As a result, Australia's energy and electricity markets and the government's intervention (or lack thereof) in these markets have become an extremely important and divisive political issue for the country.

This case examines the founding story of machine learning-enabled lending platform Mines and CEO Ekechi Nwokah. The case focuses on Nwokah's exploration and initial analysis of the different potential verticals and geographies his team could target to solve business problems using its proprietary cloud-based data platform. Students will be confronted with numerous entrepreneurial issues including founder partnership, fundraising, initial industry analysis, vertical-agnostic vs. vertical specific go-to-market strategies, developing products and operations in emerging markets, and hiring engineering talent.

This case examines the founding story California ice cream chain Smitten Ice Cream and CEO and Founder Robyn Sue Fisher, who invented a liquid nitrogen-fueled ice cream machine which mixes the world's smoothest ice cream. Students will be confronted with numerous common entrepreneurial issues including prototyping, dealing with failure, discovering product-market fit, hiring, financing, and scaling organizations.

The purpose of this case is to look at Autodesk's cultural, organizational and technological challenges as the company undergoes a recent leadership transition. The case examines the strategic agenda enacted under Autodesk CEO Andrew Anagnost: the company's shift to a subscription business model, the digitization of the company's internal technology infrastructure and shift to cloud computing, and the disruptive convergence of the company's construction and manufacturing end-markets. Students will also be introduced to different methodologies regarding the optimal organizational design for technological innovation and product development. Students will additionally gain an understanding of the challenges a leader of a large, complex corporation faces to improve the company's culture and become a mission-driven organization.

This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.

Entrepreneurs looking to launch start-ups in developing economies must confront numerous challenges that their peers in more developed countries may be less likely to encounter. Depending on the country in which they are operating, entrepreneurs in developing economies oftentimes lack access to human capital and professional services, sufficient sources of funding, large markets for their products, adequate infrastructure, and predictable legal and regulatory processes, among myriad other challenges. This note aims to explore these challenges in more depth-while simultaneously examining some representative countries and regions in which entrepreneurship is thriving. The note also serves as a complement (and informal update) to the 2013 World Economic Forum Report: "Entrepreneurial Ecosystems around the Globe and Company Growth Dynamics," as well as an update to our 2016 Teaching Note to include recent developments in select Asian, African, and Latin American entrepreneurial ecosystems. This note is intended primarily for current or budding entrepreneurs interested in starting a new venture in a developing economy, as well as investors seeking to fund start-ups in these countries. The note is also relevant for policy makers looking to encourage entrepreneurship in their cities or countries, universities wanting to support entrepreneurship, and corporations seeking a better understanding of their role in the entrepreneurial ecosystem of a developing economy.

This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.

This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.

This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.