This case presents the second phase of DBS Bank's internationally acclaimed digital transformation. Upon completing the first phase (2009-2014) of the transformation that radically "rewired" the entire enterprise for digital innovation, DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led organic expansion. To DBS, the largest bank in Southeast Asia by assets, this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future, i.e., the agility to scale technology infrastructure, to delight customers, to connect with ecosystem partners, and to innovate in ways that are unimaginable today. The case details how DBS was preparing these capabilities by undertaking three fundamental "philosophical shifts": to reinvent DBS by becoming digital to the core, embedding DBS in the customer journey, and creating a 26,000-person start-up. The case also highlights the bank's methodology for measuring financial value created by digitalisation; DBS is believed to be the first bank in the world to have done so. Furthermore, the case describes DBS's latest strategic move to embark onto its next stage of transformation, i.e., to reorganise the company around (technology) platforms.

This case focuses on the economic landscape of the Chinese city of Chongqing from 2007, the year when its municipal economy began a decade-long ascent even as China's economic growth had slowed down, especially since the 2008 global financial crisis. The case examines the policies that Chongqing's government took to promote economic growth, as well as the socio-political and economic context surrounding them. It also highlights the challenges and opportunities that Chongqing faced at the end of 2017, and will have to deal with in its near future against the background of the Belt and Road Initiative (BRI). This case is suitable for a China-specific course as a "context case" on local and regional development. It may also be suitable for teaching the BRI initiative. This case could illustrate how Chinese provinces are adjusting their policies to the BRI, as well as the implications for businesses from the adjustment.

In April 2016, the Chinese tech giant Tencent made an ambitious foray into the enterprise market by launching WeChat Work, an enterprise social network app adopted from its immensely popular consumer app WeChat. To increase WeChat Work adoption, Tencent leveraged on the 1-billion user base of WeChat and its strong consumer IT capabilities. Despite the initial success, WeChat Work faced intense competition from many other firms, including Alibaba's DingTalk. The socialisation needs of enterprise workplace vary significantly from those of consumers. How can Tencents address these challenges? Can Tencent's strong consumer IT capabilities be as effective in driving the adoption of WeChat Work in the enterprise market?