Unity Health Toronto (Unity Health), a pioneer in the implementation of artificial intelligence (AI) in Canadian health care, had leveraged advanced analytics and big data from electronic health records to improve patient care. However, much of the value from AI had been generated within Unity Health. In January 2024, the organization needed to determine the strategic alignment, governance, and investment required to scale its internal AI solutions for external health-care partners. Michael Page, the director of AI commercialization at Unity Health, was tasked with making a proposal to the in-house AI advisory committee on how the hospital network could 1) attain potential economic benefits through AI technologies to further expand the health system at Unity Health and 2) help other health-care organizations improve health-care quality and outcomes through AI.

In 2022, the SEEMA Center for Training and Protection of Women and Children’s Rights, a non-profit organization in Khartoum, Sudan, was focused on eradicating the practice of female genital mutilation. The organization was facing cultural, educational, and political challenges in Sudan, as well as tensions from decades of civil unrest, which created barriers for the founder’s fight to eradicate FGM. Her work was also greatly challenged by the deep cultural roots of the practice that existed within the country and in the surrounding regions. Female genital mutilation was a traditional ritual that generated a culture of illegal procedures and groups of extremists. These groups countered the work of the organization and made the founder’s job all the more difficult. She had to find effective strategies and partnerships to help her achieve her organization’s goal of eradicating female genital mutilation.

In 2022, the SEEMA Center for Training and Protection of Women and Children's Rights, a non-profit organization in Khartoum, Sudan, was focused on eradicating the practice of female genital mutilation. The organization was facing cultural, educational, and political challenges in Sudan, as well as tensions from decades of civil unrest, which created barriers for the founder's fight to eradicate FGM. Her work was also greatly challenged by the deep cultural roots of the practice that existed within the country and in the surrounding regions. Female genital mutilation was a traditional ritual that generated a culture of illegal procedures and groups of extremists. These groups countered the work of the organization and made the founder's job all the more difficult. She had to find effective strategies and partnerships to help her achieve her organization's goal of eradicating female genital mutilation.

Operation Walk Canada (Operation Walks) was a private not-for-profit orthopaedic surgical mission organization based in London, Ontario. Its purpose was to provide total hip and knee replacement surgeries to patients in low- and middle-income countries, such as Guatemala. who had little or no access to orthopaedic care due to social, political, and economic factors. For two years, the COVID-19 pandemic had forced the mission to temporarily pause its work, leaving behind an ever-growing waiting list of patients who needed life-changing surgical care. However, the tremendous burden of the pandemic, coupled with existing gaps in the health care services in Canada, resulted in an overwhelming need for support that went beyond the organization's capacity. For the organization to meet this demand, the team members needed an effective and sustainable strategy that would maximize its ability to meet the orthopaedic health care needs of the population. Operation Walk must now consider key challenges before returning to Antigua, Guatemala, in the spring of 2022.

Operation Walk Canada (Operation Walks) was a private not-for-profit orthopaedic surgical mission organization based in London, Ontario. Its purpose was to provide total hip and knee replacement surgeries to patients in low- and middle-income countries, such as Guatemala. who had little or no access to orthopaedic care due to social, political, and economic factors. For two years, the COVID-19 pandemic had forced the mission to temporarily pause its work, leaving behind an ever-growing waiting list of patients who needed life-changing surgical care. However, the tremendous burden of the pandemic, coupled with existing gaps in the health care services in Canada, resulted in an overwhelming need for support that went beyond the organization’s capacity. For the organization to meet this demand, the team members needed an effective and sustainable strategy that would maximize its ability to meet the orthopaedic health care needs of the population. Operation Walk must now consider key challenges before returning to Antigua, Guatemala, in the spring of 2022.

Ian Rosen, the recently appointed executive vice-president of Digital and Strategy at Harry Rosen Inc. (Harry Rosen), a successful men’s retail chain founded by Ian’s grandfather in 1954, must decide on a technology solution to support the advancement of his proposed digital strategy for Harry Rosen. The decision-making challenges he is encountering in early 2020 are compounded by the onset of the global pandemic and resulting impacts on the luxury menswear family retail business. Given the timing of the onset of COVID-19, the challenges and opportunities related to the replacement and upgrading of the company’s e-commerce platform have been heightened. Strategic investment and the seamless execution of a new digital strategy are imperative components of the sustainability of the retailer’s success. Ian must review and consider three different options, finalize his decision and proposal, and be prepared to launch earlier than originally planned.

Ian Rosen, the recently appointed executive vice-president of Digital and Strategy at Harry Rosen Inc. (Harry Rosen), a successful men's retail chain founded by Ian's grandfather in 1954, must decide on a technology solution to support the advancement of his proposed digital strategy for Harry Rosen. The decision-making challenges he is encountering in early 2020 are compounded by the onset of the global pandemic and resulting impacts on the luxury menswear family retail business. Given the timing of the onset of COVID-19, the challenges and opportunities related to the replacement and upgrading of the company's e-commerce platform have been heightened. Strategic investment and the seamless execution of a new digital strategy are imperative components of the sustainability of the retailer's success. Ian must review and consider three different options, finalize his decision and proposal, and be prepared to launch earlier than originally planned.

In early 2019, Chrystopher Jesse, a student at Jomo Kenyatta University of Agriculture and Technology in Nakuru, Kenya, inherited a 10-acre piece of land outside the city. With his degree in procurement nearing its completion and a competitive job market awaiting him after graduation, Jesse now faced the decision of whether to sell the land or use it to begin operations as a small-scale farmer. This venture, if successful, had the potential to represent a portion or all of Jesse's full-time income over the long term. As part of his overall decision, Jesse needed to consider two key options: Assuming he chose to start the farm, Jesse needed to decide whether to plant potatoes or carrots. After deciding which crop to plant, he would then have to decide whether to irrigate the land or not.

In 2018, the founder of Swift Mobility in Nakuru, Kenya, Africa was considering her options for the future of her company, which was a Safaricom Plc dealership. The founder was reflecting on how much her business had progressed in the past ten years and wondering if this was the right time to expand or invest in the company's future. She had just spoken with the property owner of a potential new store in Mombasa, Kenya, but was also considering other options. In addition to potentially expanding to a new location, the founder could choose to invest further to grow her current operation, or sell the business and exit the highly competitive telecommunications industry in favour of a more moderate lifestyle. Which option would be her best path forward?

At the beginning of 2021, TikTok was facing multiple market threats and had to decide what strategies to implement to manage them. TikTok was the world's largest short-video platform, with users in 155 countries. But along with great success in entering numerous geographic markets, TikTok faced various geopolitical pressures, mainly concerning the company's origins in China. The company had to consider how it could survive emerging geopolitical pressures, manage competitive threats from global technology giants as well as platform envelopment threats, and capitalize on its creative and somewhat addictive platform to expand its reach into new promising markets such as the African continent.

In May 2019, Chiban Leather, a socially conscious leather manufacturing firm based in Addis Ababa, Ethiopia, was undergoing an expansion and the company's chief executive officer was contemplating its strategic future. She wanted to take advantage of opportunities in the Ethiopian leather industry and expand her client base to include 10 primary wholesalers. She was proud of the social impact the company had achieved so far, and she hoped to be able to focus more on this by expanding the company's production process. She was also considering other options, including developing Chiban Leather as a retail brand, focusing on trade shows, and pursuing alternative exposure through diversified products and subscription boxes. She wondered if this was the right time to establish the brand and sell directly to clients. She also had to consider whether this option would align with her current goals and strategy.

In May 2019, Chiban Leather, a socially conscious leather manufacturing firm based in Addis Ababa, Ethiopia, was undergoing an expansion and the company’s chief executive officer was contemplating its strategic future. She wanted to take advantage of opportunities in the Ethiopian leather industry and expand her client base to include 10 primary wholesalers. She was proud of the social impact the company had achieved so far, and she hoped to be able to focus more on this by expanding the company’s production process. She was also considering other options, including developing Chiban Leather as a retail brand, focusing on trade shows, and pursuing alternative exposure through diversified products and subscription boxes. She wondered if this was the right time to establish the brand and sell directly to clients. She also had to consider whether this option would align with her current goals and strategy.

The Kamoriongo Poultry Co-operative consisted of 10 families who were involved in poultry farming in Nandi County, in the North Rift Valley of Kenya. The purpose of the co-operative was to pool savings to help individual families pay for tuition when their children came of age. Because of heavy rains during the region's rainy season, many of the co-operative's chickens were contracting waterborne illnesses that made them incapable of producing eggs. In order to keep up with demand from the wholesaler who bought from them once a week, the farmers had to find a way to keep their chickens healthy and to produce enough eggs to increase profits. In 2018, to combat this problem, the co-operative was considering purchasing either a new hen shelter or a commercial incubator. With a continuing decrease in egg production, the farmers needed to evaluate each alternative, determine how to finance these investments, and prepare both short- and long-term plans for sustaining their business.

The Kamoriongo Poultry Co-operative consisted of 10 families who were involved in poultry farming in Nandi County, in the North Rift Valley of Kenya. The purpose of the co-operative was to pool savings to help individual families pay for tuition when their children came of age. Because of heavy rains during the region’s rainy season, many of the co-operative’s chickens were contracting waterborne illnesses that made them incapable of producing eggs. In order to keep up with demand from the wholesaler who bought from them once a week, the farmers had to find a way to keep their chickens healthy and to produce enough eggs to increase profits. In 2018, to combat this problem, the co-operative was considering purchasing either a new hen shelter or a commercial incubator. With a continuing decrease in egg production, the farmers needed to evaluate each alternative, determine how to finance these investments, and prepare both short- and long-term plans for sustaining their business.

Based in Mwanza, Tanzania, family-owned and operated Exotic Expeditions Tanzania Ltd. was a leading tour operator in East Africa. The company was purchased in December 2014 and experienced considerable success the following year. The owners felt that there was an opportunity for growth within the company and believed that the best way to realize this growth was to improve their marketing efforts and service offerings. The family wanted to remain profitable and reach the company’s goal of offering the best service in the industry while increasing revenue by 25 per cent within the next three years. To do this, the owners had to reach a consensus on the best marketing plan to help them differentiate against numerous competitors and continue to deliver optimal service offerings.

Based in Mwanza, Tanzania, family-owned and operated Exotic Expeditions Tanzania Ltd. was a leading tour operator in East Africa. The company was purchased in December 2014 and experienced considerable success the following year. The owners felt that there was an opportunity for growth within the company and believed that the best way to realize this growth was to improve their marketing efforts and service offerings. The family wanted to remain profitable and reach the company's goal of offering the best service in the industry while increasing revenue by 25 per cent within the next three years. To do this, the owners had to reach a consensus on the best marketing plan to help them differentiate against numerous competitors and continue to deliver optimal service offerings.

This article aims to help organizations invest wisely in virtual competence by first explaining how this requires the development of three capabilities: virtual self-efficacy, virtual social skill, and virtual media skill. It then highlights concrete actions that managers can take to help ensure that virtual work meets its potential in their organizations. One key finding in the authors’ research is that people develop virtual competence through experience gained at home as well as in the workplace. Their research indicates that the level of virtual competence that exists today is insufficient for the large-scale adoption of virtual work. The authors’ research suggests taking the following steps to develop employees’ skills: First, assess the current state of each employee’s virtual competence. Second, assess the technology toolkit and media available to employees and make changes to support their work. Third, cultivate social interactions. Fourth, provide formal opportunities to help employees learn virtual media and social skills. Finally, assist employees in using both personal and social learning strategies. Social self-regulated learning strategies contribute to learner satisfaction, but not skill development; and personal self-regulated learning strategies have the opposite effect. To keep employees happy while also ensuring learning outcomes, managers should note that online learning needs to provide both social and personal modes of activities.

In 2014, the Internet of things (IoT) was still considered in its infancy stage. Over the next two years, the IoT matured and represented a considerable amount of uncertainty for the entire electronics industry. In 2016, the industry was at an inflection point regarding the technology, and its largest competitors had to make a choice: risk investing in research and development for a potential return (or failure), or stay the course and let competitors assume the risk. The chief executive officer of Samsung Electronics Co. Ltd. (Samsung), Boo-Keun Yoon, was in a position to take a stand in regard to the IoT and invest US$1.2 billion, which could have a major impact on the company's future. It was up to Yoon to decide.

In 2014, the Internet of things (IoT) was still considered in its infancy stage. Over the next two years, the IoT matured and represented a considerable amount of uncertainty for the entire electronics industry. In 2016, the industry was at an inflection point regarding the technology, and its largest competitors had to make a choice: risk investing in research and development for a potential return (or failure), or stay the course and let competitors assume the risk. The chief executive officer of Samsung Electronics Co. Ltd. (Samsung), Boo-Keun Yoon, was in a position to take a stand in regard to the IoT and invest US$1.2 billion, which could have a major impact on the company’s future. It was up to Yoon to decide.

Supplemental to case W19471 With his primary research on the Kenyan agricultural market completed, the entrepreneur needed to analyze the new data using design-thinking frameworks, and then formulate a value proposition that used his resources and processes to address the large-scale improvements identified in Case A.