In 2022, Hyundai Motor Group had become the world's third-largest automaker by sales volume. Under Executive Chair Euisun Chung's leadership, HMG was shaping its vision as a "game changer" in the global automotive industry. The company no longer viewed itself as a traditional car manufacturer, but as a provider of smart mobility solutions. The case study explores Hyundai's strategies to pivot beyond the "fast follower" mission that had guided its rapid international expansion since the 1980s, under the leadership of founding Chairman Ju-yung Chung. Three decades later, South Korea's automaker declared its next goal: achieve global leadership in vehicle electrification. Hyundai's IONIQ 5 and the Kia EV6 were award-winning electric vehicles; the company planned to expand to 23 electric vehicle lines and sell more than 1 million EVs by 2025. Beyond electrification, Hyundai was making big bets on hydrogen energy, AI technology, robotics, and advanced air mobility-all of which could help make Hyundai the pioneering leader of the transportation sector of the future.

South Korean steelmaking giant POSCO in 2021 had become a global company with businesses in 52 countries. In 2018, POSCO's new chairman and CEO had inaugurated a broader business philosophy, espousing "Corporate Citizenship" practices as a way for the company to give back to society, beyond the production of steel or creation of jobs. This philosophy included new principles, innovative R&D, action plans, and internal and external cooperation to address climate change, sustainable development, safety, economic and social assistance programs, and cultural facilities-all connected to this broader goal of being good global and local citizens. South Korean citizens had long viewed the company as the bedrock of Korea's industrialization, and a symbol of national pride and "can-do" spirit. Would South Koreans, along with POSCO's internal and external stakeholders, embrace this new management approach, and the company's new cultural identity?

SK Group, one of Korea's largest conglomerates, announced its Double Bottom Line (DBL) initiative in 2018. In January 2019, Chairman Tae-won Chey unveiled the company's pledge not only to monitor and report SK's social value, but also see social value account for 50 percent of the company's key performance indicators. This case study follows SK's shift to DBL management and efforts to place social value at the core of its business model. Social media and a hyper-connected society heaped unprecedented pressure on corporates to deliver value and to make sure no-one was left behind. To implement its DBL initiative, SK, a leading producer of energy, chemicals, telecoms, and semiconductors, needed to investigate how to measure social value created in all its business operations in monetary terms - whether value created (positive value) or value destroyed (negative value). SK began to measure its indirect contributions to the economy and business activity, in addition to social contributions like employee volunteer programs, and SK donations and CSR activities. These efforts covered all aspects of SK's operations, from the 3,600 SK-operated gas stations throughout Korea to water-free scrubbers designed to process impurities discharged during semiconductor production. The case also looks at SK's efforts to explore new institutional frameworks to multilateralize its social value agenda, to build a common and actionable approach to social value creation and measurement within the broader global business community.

Between 2000 and 2016 Apple introduced a number of new products and services that dramatically expanded the company's scope well beyond its traditional market position in computers. Over that period, the direction of the company changed and evolved almost as dramatically. This note summarizes the major events along the way and how the Apple leadership spoke of these changes. Apple's new products and services included the launches of iTunes, the iPod, the iTunes Store, iTunes for Microsoft Windows, the iPhone, Apple Watch, and Apple Music. The company also changed its name from Apple Computer to Apple in 2007, reflecting the company's growth and evolution.

The Wild Salmon Center was originally created to provide anglers access to some of the best fishing in the world in return for funding research and conservation. Starting in 1998, the Wild Salmon Center expanded from angling tourism to the implementation of conservation programs aimed at protecting salmon rivers in the Russian Far East and U.S. Pacific Northwest. This case discusses the Wild Salmon Center's efforts to protect the pristine watersheds of the Kamchatka peninsula by developing ecotourism angling expeditions to raise funds for the Center's conservation efforts there. The case touches on involvement of local Kamchatka residents, the development of the angling expeditions, and the challenges that the Wild Salmon Center faced as it grew and its strategic direction evolved to larger scale conservation efforts.

Forecasting total market demand can be crucial to creating a smart marketing strategy. Some companies--and even whole industries--have learned the hard way that a product's historical demand curve doesn't necessarily predict future demand. An accurate total market demand forecast can yield clues about future product performance. Here are the four steps to creating one: 1) define the market, 2) divide total industry demand into segments, 3) find out what drives demand in each segment and project how those drivers might change, and 4) assess the risks to the forecast and decide which assumptions are most critical to success. Just going through this process can help managers better understand the real world in which they operate.