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In 2016, Pythagoras Global Fund (Pythagoras), based in the United Kingdom, decided to launch a fund focused on emerging markets, especially those in Brazil, Russia, India, and China (BRIC countries). Pythagoras’s fund manager favoured investing in family-owned businesses, but the investment opportunities in India used ownership structures different than those used in developed markets. The structures in Indian groups altered the cash flow and effective ownership rights in the subsidiary firms, which had ramifications for stakeholders and raised associated governance issues. The fund manager needed to decide which firm to choose by assessing the investment opportunities and evaluating the corporate governance of the companies.

Spreadsheet for product W25643.

In 2016, Pythagoras Global Fund (Pythagoras), based in the United Kingdom, decided to launch a fund focused on emerging markets, especially those in Brazil, Russia, India, and China (BRIC countries). Pythagoras's fund manager favoured investing in family-owned businesses, but the investment opportunities in India used ownership structures different than those used in developed markets. The structures in Indian groups altered the cash flow and effective ownership rights in the subsidiary firms, which had ramifications for stakeholders and raised associated governance issues. The fund manager needed to decide which firm to choose by assessing the investment opportunities and evaluating the corporate governance of the companies.

Spreadsheet Supplement for Case W25643

In 2019, the chairman and chief executive officer of Valeo, an automotive supplier and partner to automakers worldwide, faced the challenges of maintaining the company’s speed of growth and balancing its growth with profitability. Valeo had started as a small automobile component manufacturer in 1923 in France. By 2019, however, it was partnering with automakers to design innovative solutions for smart mobility with a focus on intuitive driving and reducing carbon dioxide emissions. Valeo had grown not only organically, but also through partnerships and acquisitions, which enabled it to develop new technologies and new markets. What should the chairman and chief executive officer do to achieve the twin challenges of maintaining the company’s speed of growth and balancing growth with profitability, while not losing sight of the three current automotive revolutions—vehicle electrification, vehicle autonomy, and digital mobility?

In 2019, the chairman and chief executive officer of Valeo, an automotive supplier and partner to automakers worldwide, faced the challenges of maintaining the company's speed of growth and balancing its growth with profitability. Valeo had started as a small automobile component manufacturer in 1923 in France. By 2019, however, it was partnering with automakers to design innovative solutions for smart mobility with a focus on intuitive driving and reducing carbon dioxide emissions. Valeo had grown not only organically, but also through partnerships and acquisitions, which enabled it to develop new technologies and new markets. What should the chairman and chief executive officer do to achieve the twin challenges of maintaining the company's speed of growth and balancing growth with profitability, while not losing sight of the three current automotive revolutions-vehicle electrification, vehicle autonomy, and digital mobility?