This case study is set in June 2022, two and a half years since Raffles Quay Asset Management (RQAM) had rolled out its new vision in preparation for positioning itself for the workplace of the future. RQAM had been established in 2001 to manage and market the commercial properties developed by Asia's leading developers. The new vision provided the 'north star' for the whole organisation and transformed how RQAM managed tenant relationships. It also revolutionised RQAM's approach to commercial real estate management. The new vision leveraged technology opportunities and addressed the needs of RQAM's various stakeholders from its tenants to the community. The RQAM leaders crafted a strategy to deliver the vision within five years. To support the implementation of the vision, the leaders drove significant interventions, of which, one intervention was to align employees across the whole organisation with the 'strategy on a page'.

This case covers the period from 2014 to 2020, when DBS embarks on its second strategy under the stewardship of Piyush Gupta. The aim is to become the Best Bank in the World (BBIW) by 2020. The bank reaches its objectives in 2019 and continues to garner more banking accolades. Building on Strategy 1.0 that is implemented from 2010 to 2014 to shape the bank up to international standards, DBS's Strategy 2.0 focuses on "Making Banking Joyful" through three key tenets: (1) digital to the core; (2) being customer obsessed; (3) creating a start-up culture. This case illustrates the requisite leadership and operational capabilities to translate the digital transformation vision into a strategy. It explains how the bank leverages technology as part of its strategy to make banking invisible for its customers, for example, by initially engaging employees through the adoption of hackathons and design thinking. The case also discusses how the bank successfully developed a start-up culture bringing everyone on the same understanding and developing digital tools. Finally, this case highlights the need for the top management team to canvass its Board's endorsement and investment support for a transformation of such size, scale, and duration.

Part (A) of the case is about how Shashank Nigam, CEO of SimpliFlying Pte Ltd, a company based in Singapore, searches for the corporate strategy and vision for his company. SimpliFlying was founded in March 2008, and was originally a blog which commented on issues in marketing aviation. After thinking about how he could find a niche for his business, Nigam decided to sell his company's services by combining the three pillars of aviation, marketing and technology through social media. However, he recognised that he still needed to decide on the long-term positioning of the company - should SimpliFlying focus on strategy consulting, strategy execution (agency) work, or both? At the same time, Nigam's company was also receiving calls from hotels to help them with branding projects. Nigam needed to make a decision.

Part (B) of the case covers a specific project that SimpliFlying is handling. By November 2011, SimpliFlying had developed into a reputed aviation marketing strategy consulting and training firm. Estonian Airline's social media loyalty programme was not only SimpliFlying's second major airline project, but also the first airline loyalty programme in the world to be driven purely by social media. Despite the challenging timeline - only eight weeks from conceptualisation to launch - SimpliFlying had managed to deliver beyond expectations. However, Nigam had to consider if the approach he had used was the best way to implement bigger projects going forward.