The chief marketing officer of Yindii, a food rescue startup focused on sustainability, was tasked with decisions on various growth initiatives that the company was set to chart for itself. She grappled with key decisions on Yindii’s expansion strategy, including whether to launch the platform in other cities in Thailand or to look at international expansion. The decision was complicated by several variables, such as a similar startup in Hong Kong that was up for sale, an emerging local Thai startup that was challenging Yindii on its home turf, the lucrative Singapore market where Yindii looked to raise the next round of capital, and a looming threat of the global market leader, which might penetrate the fast-growing Asian markets.
The case outlines the key strategic challenges that the protagonist, the founder of a high-potential fintech start-up, is grappling with in his push for growth, which has started to plateau. It considers this strategic challenge in light of the tumultuous entrepreneurial journey and the various uncertainties entrepreneurs often have to navigate to ensure business continuity and the growth of the companies they launch.
The booming United Arab Emirates (UAE) healthcare sector, fuelled by rising demand and chronic conditions, presented both challenges and opportunities. In August 2022, Burjeel Holdings, a leading healthcare provider, was exploring digital transformation strategies and anticipating an upcoming initial public offering. A successful digital transformation strategy incorporating emerging technologies like telehealth and artificial intelligence (AI)–powered diagnostics would not only enhance patient care but would also project a positive image to potential investors. However, the chief operating officer needed to address several challenges, including employee resistance to new technologies, a culture accustomed to established practices, and a need to avoid disrupting core operations. Recognizing the importance of a people-centric approach, he aimed to foster a culture of innovation where employees felt empowered to contribute. Would he be able to bridge the gap between tradition and innovation? Could Burjeel leverage technology to become a leader in the digital healthcare revolution?