Entrepreneur Pau Bach, who has tetraplegia, built Batec Mobility with an inclusive business model in which profit and purpose are tightly integrated. A personal mobility device company, Batec was created by people with disabilities, employs people with disabilities, and that aims to revolutionize mobility for people in wheelchairs. In June of 2019, Bach is considering an offer to purchase his company. Accepting the offer is one of three available courses of action; he could also leverage the offer to speed negotiations with a pair of Spanish impact investors, or work to persuade his current investor to reinvest and sell for a higher price in the future. He must evaluate which course of action will best address his main goals: ensuring the continued growth of the business and its positive social impact, providing an acceptable exit to his current investor, and meeting his personal and family needs. Leading up to this moment, the case reviews the company's stages of development, the funding it has received, and the process Bach has undertaken to sell the company. In this way, students explore the opportunities and challenges of developing, funding, and selling an inclusive business.

In September 2017, Fernando Impuesto, Commercial and Technical Services Director at Madrid-based natural gas infrastructure company Enagas, was offered the opportunity to transform the company's pilot intrapreneurship initiative into a robust corporate entrepreneurship program to support the company's new "decarbonization" strategy. Within two weeks, he needed to make a proposal about how to structure the program and focus his efforts in the first year, with the ultimate goal of generating a new portfolio worth €1 billion in five to ten years. Stepping into Impuesto's shoes, students will make recommendations for effectively addressing key corporate entrepreneurship tensions, including: tight vs. loose control; internally focused vs. externally focused initiatives; and old versus new ownership and governance models and relationships.

In June 2020, with the COVID-19 crisis affecting physical retail and accelerating the trend of digitalization, the leadership team of Moltacte, a work integration social enterprise that manages a chain of clothing outlet stores in urban areas outside of Barcelona, Spain, is considering options for innovating the business model. Moltacte has a very clear purpose to support the health and well-being of its employees, more than half of whom are people with severe mental illness. It has developed a management model that puts people (not profits) at the center of the organization and ensures that its people are the driving force of the company, not passive ""beneficiaries,"" charity cases, or subordinates following orders. In its current form, this model is based largely on in-person, human-to-human interaction. This raises the question of whether it is possible and desirable to develop online activity that is compatible with its people-centered approach. Whereas cases about social enterprises are typically written from the perspective of the entrepreneur, the narrator of this case is a character with mental illness, who is a fictional composite of many real Moltacte employees. The authors made this choice because we wanted Moltacte's mentally ill employees to be at the center of the case and the discussion as students explore management models that seek to put beneficiaries at the center.

In late August 2019, Dr. Manuel del Castillo, CEO of the SJD Barcelona Children's Hospital, was wrapping up a three-month stay in Washington, D.C. and preparing to present his hospital's new innovation strategy to the Management Committee upon his return. Along with Dr. Jaume Pérez-Payarols, the Director of Innovation and Research, he had defined a number of strategic innovation priorities for the next phase of HSJD's innovation journey. However, they still needed to decide how best to approach implementation and whether to adopt a more centralized or decentralized approach. As part of this decision, questions regarding the management of budgets, performance metrics, and speed also had to be considered. During the previous ten years, the two doctors had introduced innovation slowly, using minimal resources and fostering the voluntary contributions of the hospital professionals. Over time, the focus evolved from isolated projects that solved problems for specific groups of patients to cross-departmental projects that affected the core business, such as digital health and new business models. During the same time period, the hospital had sought new revenue via internationalization in order to sustain financially the complex level of care it offered. Given the hospital's evolution, the two doctors debated how to strengthen and accelerate the change effort, and each favored a different approach. They agreed to take time to think through their options and to make a decision when they reunited in the office in Barcelona a few days later.