Launched in 2019 by Indian technology giant Infosys, Helix reduced administrative costs associated with insurance claims in the US healthcare industry. The vast US healthcare industry required a seamless insurance membership experience-one that comprised administrative functions that were easily disrupted during the COVID-19 pandemic. Digitising such functions saved insurers administrative costs, saw revenue growths, and helped during erratic surges in demand. Most insurers tried incremental upgrades to digitise ageing platforms that were at least 20 years old. However, by the time the upgrades were completed, the platform was considered outdated once again. As a solution, many technology companies offered either 'one-size-fits-all' or extremely niche solutions. Noting the gap in the market for adequate solutions, Helix developed an AI-driven, 'software-as-a-service' (SaaS), modular technology. With this, independently-functioning administrative processes could be integrated into ageing systems, one process at a time. Eventually, Helix aimed to replace the client's core administrative functions. Despite its capabilities, getting client's employees to implement the Helix software into their workflow was hard. Nevertheless, the company persevered, and by May 2023, 5,000 client employees were using Helix in their workflow. Now, Vadiraj Guttal, Infosys Healthcare's AVP and Head of Platforms wondered how his team could better convince potential clients that Helix was an invaluable aid, and a truly effective partner in the healthcare insurance ecosystem.

In 2019, the three Do sons, Nam, Hoa and Giang were shocked when their parents, Mr Hanh and Mdm Nghi, announced that they would hand over the joint running of their two companies-Dai Viet (DV) and Chien Thang (CT), to them. Since 1999, the Do family had consecutively founded and operated multiple sanitary- and porcelainware factory businesses that included Mdm Nghi's CT in 2002, and the family's DV Group, in 2013. CT and DV were vastly different in their employee base, organisational cultures, and operational processes. Unfortunately, given their proximity at work, cracks soon appeared when family disputes started affecting company operations, and vice versa. This disrupted decision-making at times and escalated to the point of shouting matches in front of employees. Eventually, by early 2019, Mr Hanh and Mdm Nghi were adamant that the brothers had to learn to work with one another to eventually merge and manage the two companies together. Giang however, being the only son who had worked with his father through complex financial and operational challenges, felt the crushing weight of responsibility bearing down on him. He wondered if the two companies ought to be merged despite the cultural, operational, and personal differences. Alternatively, he could hire professional consultants to help iron out the various issues in both companies. The most drastic measure would be to consider selling one of the companies. If so, which of the two companies should the family sell? Their parents had worked hard to grow DV and CT-what would they think if their sons sold off the embodiment of their legacy in the sanitary- and porcelainware industry?

In 2019, the three Do sons, Nam, Hoa and Giang were shocked when their parents, Mr Hanh and Mdm Nghi, announced that they would hand over the joint running of their two companies-Dai Viet (DV) and Chien Thang (CT), to them. Since 1999, the Do family had consecutively founded and operated multiple sanitary- and porcelainware factory businesses that included Mdm Nghi's CT in 2002, and the family's DV Group, in 2013. CT and DV were vastly different in their employee base, organisational cultures, and operational processes. Unfortunately, given their proximity at work, cracks soon appeared when family disputes started affecting company operations, and vice versa. This disrupted decision-making at times and escalated to the point of shouting matches in front of employees. Eventually, by early 2019, Mr Hanh and Mdm Nghi were adamant that the brothers had to learn to work with one another to eventually merge and manage the two companies together. Giang however, being the only son who had worked with his father through complex financial and operational challenges, felt the crushing weight of responsibility bearing down on him. He wondered if the two companies ought to be merged despite the cultural, operational, and personal differences. Alternatively, he could hire professional consultants to help iron out the various issues in both companies. The most drastic measure would be to consider selling one of the companies. If so, which of the two companies should the family sell? Their parents had worked hard to grow DV and CT-what would they think if their sons sold off the embodiment of their legacy in the sanitary- and porcelainware industry?

In 2019, the three Do sons, Nam, Hoa and Giang were shocked when their parents, Mr Hanh and Mdm Nghi, announced that they would hand over the joint running of their two companies-Dai Viet (DV) and Chien Thang (CT), to them. Since 1999, the Do family had consecutively founded and operated multiple sanitary- and porcelainware factory businesses that included Mdm Nghi's CT in 2002, and the family's DV Group, in 2013. CT and DV were vastly different in their employee base, organisational cultures, and operational processes. Unfortunately, given their proximity at work, cracks soon appeared when family disputes started affecting company operations, and vice versa. This disrupted decision-making at times and escalated to the point of shouting matches in front of employees. Eventually, by early 2019, Mr Hanh and Mdm Nghi were adamant that the brothers had to learn to work with one another to eventually merge and manage the two companies together. Giang however, being the only son who had worked with his father through complex financial and operational challenges, felt the crushing weight of responsibility bearing down on him. He wondered if the two companies ought to be merged despite the cultural, operational, and personal differences. Alternatively, he could hire professional consultants to help iron out the various issues in both companies. The most drastic measure would be to consider selling one of the companies. If so, which of the two companies should the family sell? Their parents had worked hard to grow DV and CT-what would they think if their sons sold off the embodiment of their legacy in the sanitary- and porcelainware industry?

Formed in 2018, EyRIS was the brainchild of a long-term collaboration across healthcare researchers and practitioners, and computer scientists. EyRIS was launched to commercialise and sell an AI-driven algorithm called SELENA+ that analysed retinal images to screen for diabetes-related eye diseases. Over time, many moving parts came together to facilitate full-scale production usage of SELENA+ within the national-level Singapore Integrated Diabetic Retinopathy Programme (SiDRP). The facilitators included multiple individuals in the public healthcare sector medical field, and several government institutions such as Singapore's Ministry of Health (MOH), the Singapore National Eye Centre (SNEC), and Singapore's national healthtech agency, amongst others. Over the years, the algorithm was further fine-tuned and trained on as wide a data set as possible in studies that spanned ethnicities and age groups, eventually yielding highly accurate results. SELENA+'s results bridged the gap between research discovery and real-world use. Now, the team at EyRis had to commercialise SELENA+ and bring it to a wider range of markets and geographies. They faced numerous challenges in the process, within Singapore and in other countries. Nevertheless, by 2023, EyRIS' efforts paid off and the SELENA+ algorithm received regulatory approvals for use in a growing number of countries. Now, EyRIS' commercial heads, along with Dr Wong and the other co-founders, wondered how best they could continue to scale EyRIS' market reach and offerings.

The two-part case follows the story of Pav Gill, the whistleblower who helped uncover one of Europe's largest corporate frauds at Wirecard, the German fintech that went bankrupt in 2020. Founded in 1999, Wirecard grew from an inconspicuous company to a listed firm on the blue-chip DAX, Germany's main stock index in 2018. Wirecard's meteoric rise to fame was questioned by some but largely acclaimed by investors who knew little about its murky dealings beneath its successful façade. Part (A) begins in 2018 with Gill joining Wirecard's Singapore office as the Head of Legal for the Asia Pacific region. Within a few months, Gill discovered multiple instances of falsified accounts, forgery, back-dated invoices, round-tripping, and questionable hiring practices. Despite escalating the matter to the Munich headquarters, his efforts on speaking up for justice backfired. Even after he left Wirecard, he was stalked by strangers and sabotaged at job interviews. At that point, he had to decide if he should remain silent or expose the scandal, and if so, how. Part (B) describes the frustration of Sokhbir Kaur, Gill's mother, at Wirecard's harassment and threats to her son's life, before resorting to take matters into her own hands. She initiated contact with well-reputed journalists to expose the scandal-a move that stunned Gill. The Financial Times eventually interviewed them and published the story in January 2019, which spelled the beginning of the end for Wirecard.

The two-part case follows the story of Pav Gill, the whistleblower who helped uncover one of Europe's largest corporate frauds at Wirecard, the German fintech that went bankrupt in 2020. Founded in 1999, Wirecard grew from an inconspicuous company to a listed firm on the blue-chip DAX, Germany's main stock index in 2018. Wirecard's meteoric rise to fame was questioned by some but largely acclaimed by investors who knew little about its murky dealings beneath its successful façade. Part (A) begins in 2018 with Gill joining Wirecard's Singapore office as the Head of Legal for the Asia Pacific region. Within a few months, Gill discovered multiple instances of falsified accounts, forgery, back-dated invoices, round-tripping, and questionable hiring practices. Despite escalating the matter to the Munich headquarters, his efforts on speaking up for justice backfired. Even after he left Wirecard, he was stalked by strangers and sabotaged at job interviews. At that point, he had to decide if he should remain silent or expose the scandal, and if so, how. Part (B) describes the frustration of Sokhbir Kaur, Gill's mother, at Wirecard's harassment and threats to her son's life, before resorting to take matters into her own hands. She initiated contact with well-reputed journalists to expose the scandal-a move that stunned Gill. The Financial Times eventually interviewed them and published the story in January 2019, which spelled the beginning of the end for Wirecard.

BHP, the Australian mining company that also diversified into ship chartering, has an important mission statement: "BHP's purpose is to bring people and resources together to build a better world." Rashpal Bhatti (Bhatti) Vice President of BHP's Maritime and Supply Chain Excellence (MSCE) arm endeavoured to bring this purpose to life. The case discusses BHP's efforts to reduce emissions from its chartering business by transitioning from pollutive conventional fuels to alternative fuels. Maritime transport was the backbone of the global economy. It accounted for 75% of global freight activity, with nearly 80% of globally transported goods being transported by sea, and yet it utilised only one-fifth of the energy or 225 million tonnes of oil equivalent. This made it economical to transport large volumes and weights across vast distances which led to maritime trade doubling between 1990 and 2020. Unfortunately, as maritime trade grew, so did the demand for energy-dense, inexpensive, highly pollutive fossil fuels. To reduce emissions, many in the maritime ecosystem, including BHP, explored the use of alternative fuels. Recognising that the use of alternative fuels involved convincing multiple stakeholders, first, Bhatti secured buy-in from his colleagues and team. Then, the team measured ship emissions and did not charter ships that had poor emission ratings. Next, their research found that Liquified Natural Gas (LNG) produced 30% emission abatements and was the most feasible. Finally, BHP ran tenders for LNG-fuelled ships and for LNG bunker fuel supply. The efforts paid off, and in February 2022, Mt. Tourmaline was delivered to Singapore's Jurong Port for its first LNG bunkering. Bhatti realised the entire endeavour was successful not only because of LNG fuel innovations but also due to the efforts put forward by stakeholders in the maritime industry, such as vessel owners, regulatory authorities, ship charterers and fuel suppliers.

In February 2018, Nayana Mawilmada (Nayana), investment head for the Sri Lankan government's ambitious $40 billion Megapolis project, must weigh an attractive job offer to move from the public sector to the private sector. A massive government project aimed at improving the lives of 5.8 million people living in and around Colombo, the Megapolis was stalled for many years until Nayana took on a leadership role. The case documents what he has learned to do to move things forward across a complex web of stakeholders (vying government agencies, politicians, funding institutions, academic experts, the press, users, and the general public). Just as the project gains official approval and is set to move to actual implementation, Nayana faces a career choice. Alongside that choice, students must determine whether Nayana has been successful or not.

Comviva, a mobile solutions provider active in India and 94 other countries, has had a rich history and been successful across many emerging and complex markets: Latin America, South-East Asia, Africa. What are the lessons learnt from expansion, cultural fits, and technological business model changes? With a global decline in telecommunication revenue per user, operators are looking for new revenue sources. Now, in 2019, how and where should Comviva India grow?

After articulating its ambitious growth plans, mobile services provider Mahindra Comviva, active in over 90 countries, is thinking about how to titrate and re-plan its growth strategy given the coronavirus pandemic. Its India headquarters considers its people costs, financial investments in acquisitions, and its uncertain future as India continues to remain under lockdown and more people are working from home at Comviva than ever previously in its history.

The Piramal Foundation was launched by diversfied Indian conglomerate, the Piramal Group, to improve the healthcare services and quality of education of India's economically and socially disadvantaged. The foundation operates under three verticals-'Piramal Foundation for Education Leadership' (PFEL) for improvements in student learning outcomes; 'Swasthya' for healthcare; and 'Sarvajal' for safe drinking water. Over the years, the Foundation has directly and indirectly benefitted nearly 90 million lives, yet its management team find themselves in a quandary. With finite resources, mostly provided by the Piramal Group, they wonder if they ought to only grow existing programs that show the most promise. They also wonder how to attract more external funding and how to further embed their programs into government platforms in order to create impact at scale.

India's most recognized celebrity chef Sanjeev Kapoor has been an integral part of the country's food industry since 1993. As a celebrity chef, Kapoor enjoyed a 17-year run of his hit TV cooking show "Khana Khazana", published more than 100 cookbook titles in multiple languages and endorsed a variety of brands. Kapoor later turned entrepreneur when he established a restaurant company that has partnered with more than 60 restaurant franchisees worldwide and launched his own TV channel-FoodFood. Although Kapoor has multiple businesses, he continues to find more exciting growth opportunities coming his way.

Founded in 1963 by Bhavarlal Jain (Bhau), who believed in "providing solutions for every problem," Jain Irrigation in 2018 had a global footprint and $1.1 billion in revenue. Bhau had insisted that his business add value to farmers' lives and promote sustainable agricultural practices, and that social mission remained at the heart of the organization. Jain's business was now run by Bhau's four sons and included five main business units: micro-irrigation (MI) systems, industrial-use pipes, tissue culture research and development, food processing and solar energy products. As a new, third generation began to move into company management, the Jain family considered how to sustain growth, profitability, and also their commitment to farmer livelihoods.

Twenty-four-year old Ritesh Agarwal, founder and CEO of India-based online, hotel branding network OYO Rooms, has tackled the issue of unreliability in India's highly-fragmented budget hotel industry. In 2018, OYO branded 8,500 properties across 200 cities and managed to capture almost 1.5% of India's budget hotel market. Ritesh believes that in the process, OYO has honed technological skills and infrastructural capabilities that can transform the company from being a technology player to a hotel developer. OYO now aspires to convert corporate spaces and homes into accommodation spaces, and to make its mark worldwide.