This case follows the entrepreneurial journey of Tommie Lo, Founder and CEO of education platform Preface, as he pioneered an innovative business model that provides up-to-date education in coding and tech skills, specializing in concepts like blockchain, non-fungible tokens (NFTs), and the metaverse in the fast-developing field of Web3, as well as AI-related topics such as machine learning and ChatGPT. While its Business-to-Consumer (B2C) segment targets schoolchildren from well-resourced families or senior executives who are willing to pay a premium for flexible and convenient courses, Preface's clients in the Business-to-Business (B2B) segment include leading brands in financial services, technology, and luxury goods. Headquartered in Hong Kong, Preface differentiates itself in multiple ways. First, in contrast to traditional classrooms or purely online learning, Preface matches students with teachers for training sessions that could be online or offline, anytime and anywhere. Second, Preface's instructors are top engineers from leading tech companies who are passionate about computer science and teach at Preface as a second career, with Preface tapping into a high-quality resource pool. Third, Preface opened physical food & beverage outlets to offer exclusive events and foster a sense of community among its clients, contributing to a cultural shift toward lifelong learning.

The case describes how the design thinking mentality and management process drives Asia Miles' leadership, innovation, organization structure and behaviour, and the enterprise planning process to enhance customer experience (members of the rewards programme) and new product & service development, as well as to improve value delivered to all other stakeholders and the branding of the company. The transformation of Asia Miles via a change management process aims to inculcate design thinking into their culture, systems and employees -becoming an insights-driven organization via a quantitative-qualitative continuum.

Founded in 1970, the Agency for Volunteer Service (AVS) was a non-governmental organization in Hong Kong with the mission of facilitating volunteerism and managing education, health, and welfare services. For more than two decades, it played an active role in the Hong Kong social service sector. However, in the years 1998 to 2001, several factors prompted AVS to undergo organizational transformation: a temporary crisis in management, a change in the source of government funding signalling a shift in the organization's mission, and the United Nations' designation of 2001 as the International Year of Volunteers. These changes compelled AVS to carry out a strategic review in 2001 and undergo radical organizational transformation. How should it implement strategic change to incorporate this new vision? Introduces students to the concept of radical organizational transformation and familiarizes students with managerial competencies common to successful transformations.