Le Thi Thu Thuy, Vice Chairwoman of Vingroup, the largest private conglomerate in Vietnam, and Global CEO of VinFast, Vingroup's automotive subsidiary established in 2017, was contemplating VinFast's future strategy. Domestically, the EV market in Vietnam was in its infancy with many hurdles including a shortage of charging stations, potential electric overload, a lack of consumer incentives, poor road conditions, and traffic congestion. Internationally, VinFast faced fierce competition from more established EV makers. Should VinFast put more emphasis on the domestic market or the international ones? How could VinFast adjust its strategy and resource allocation for better growth?

This case examines the challenges and opportunities of doing business in Morocco. It highlights Morocco's unique economy where cash remains a dominant player in the market despite global advancements in digitalization. The case also explores the various cultural and social factors that impact the business environment. This is illustrated through Chari, a Moroccan based inventory procurement app, which hopes to navigate Morocco's fintech landscape by utilizing the country's dense network of small mom and pop shops.

After sourdough bread, countertop chive gardens, and vaccine selfies came a pandemic-era trend that everyone seemed to be in on: one daily chance to guess a five-letter word and crow about your success on social media via little green and yellow squares. From a personal game between a developer and his girlfriend to a global phenomenon in just a few months, Wordle seems poised to outlast its pandemic peers when The New York Times makes an unexpected bid to acquire it. Dissect the journey of one programmer and his viral product as he debates a 7-figure exit before earning his first dollar of revenue.

"Intrapreneurship" is the use of entrepreneurial management techniques within established companies to create new environments that foster innovation. Mature firms have consistently faced risk of elimination from competitors, shifting consumer preferences, and disruptive innovations. That threat has intensified enormously over the past several decades with the emergence of new technologies with sweeping relevance to business practices, increasing the pressure to innovate or perish. Entrepreneurial managers in charge of innovation must ask themselves: What are you trying to achieve? Is your company confronting a specific strategic challenge? Is innovation core to your firm's mission? Or do you simply want the firm to be open to new ideas and be more innovative? How integrated with the company do you want the innovation effort to be? In this note, we focus on the innovations that are core to the firm and pose real threats to its future, and provide a framework for how to structure innovation efforts in more traditional organizations.

Eastern Bank is a 200-year-old New England mutual bank with a community focus. Eastern specializes in small business lending, having made strategic investments to become the top SBA lender in New England in the midst of the Great Recession, when other banks were pulling back. But with technology threatening to disrupt Eastern's relationship banking model, CEO Bob Rivers is getting worried. Looking to spur innovation at the bank, he set up meetings at MIT to talk with "fintech" entrepreneurs. In a deliberate quest for innovation talent, Rivers finds his way to Dan O'Malley, co-founder of the payments division at Capital One and, most recently, CEO of a failed online bank. O'Malley agrees to join the bank as Chief Digital Officer, leading product development, customer support, and "Eastern Labs"-a new office enclosed by glass walls and located in the middle of Eastern's main lobby. Rivers provides Labs with $4 million annually-1% of gross revenues-to develop new banking technologies, and promises to help O'Malley spin out his own company if he develops product that can be monetized. O'Malley conducts tests in insurance cross-selling and small business lending, eventually launching a completely automated small business lending product. Rivers keeps the promise by helping O'Malley spin out a bank technology company called Numerated, and secures a 25% equity share for Eastern. But by the time of the spin out, Rivers is reassessing the success of the effort. Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company? What lessons can he learn for "Labs 2.0"?

The Libra Foundation is exploring how to grow the food sector in Maine using the strategy of creating a food cluster initiative. Maine is one of the poorest states in the United States and the food sector is one of the largest employers. Multiple efforts in agriculture, aquaculture, and food processing exist but are not coordinated. The Foundation owns three food companies. Its CEO needs to decide what action if any the Foundation should take given the data from the Cluster Tool-a nation data set and other research on successful food cluster initiatives in other states.