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Founded in Hyderabad, India in 2019, Inkpothub is India's first digital media platform to offer researchers, scholars, and academics a forum for sharing success and experience stories. The platform allows users to share their journeys to promote research as a career, help researchers make informed career choices, and avoid common pitfalls. Inkpothub also creates, curates, and shares content, information, and knowledge to promote management scholarship and research. The platform connects users with scholars in major Indian academic institutions through content, mentorship programs, courses, and workshops. Inkpothub facilitates high-quality research output and works closely with institutions across the country to promote their doctoral programs to prospective students.<br><br>Inkpothub's co-founder and current sole owner is Anita Sharma, India's first woman skydiver with a disability, who is also an entrepreneur with a doctorate from Indian Institute of Management (IIM), Indore. Sharma has worked as professor at IIM, Amritsar and has been a keynote speaker, among other roles she has held. In April 2020, Inkpothub's co-founder Nishan Singh left the company for personal reasons, leaving Sharma to lead the company alone and face the impact from the outbreak of the COVID-19 pandemic in March 2020. With a difficult business environment for all businesses across all countries, Sharma was considering three potential options for the future: sell the business to regain her investment in the company, find a new partner to grow the business and share the risks and revenues, or continue to run the business on her own.

SAP's global approach of Pledge to Flex was the foundation for hybrid working for its employees. The approach empowers employees to balance when, how, and where they work best, considering business requirements and local legislation. The organization's people leaders co-developed a model with their team that considers customer and partner-specific needs. The case also describes SAP's strategic move in establishing the Future of Work (FoW) organization to continually evaluate and innovate in this direction. The case raises the following questions: How does a large multinational company with a research and development centre in India decide on a hybrid model? How does a large multinational with a presence in several countries introduce a change plan conceived in the global corporate office, what are the challenges to this approach, and will it impact people's experience and turnover? How much customization should be allowed? Will the true shift come with frequent assessment, experimentation, and application as per the changing needs?