Taikang Insurance Group was a leading Chinese insurance and financial services institution. It operated in the insurance, asset management, and health and senior care industries. Due to China's underdeveloped social welfare state, Taikang saw an opportunity for the private sector to offer a suite of lifelong services that would care for clients "From Cradle to Heaven." However, as Taikang broadened its brand from life insurance to lifestyle, the potential pitfalls facing the firm would proliferate, too. How could Taikang leverage its scale to ward off competitors? And, crucially, how could Taikang sustain strong relations with the state and regulatory bodies as the company moved into markets with great political sensitivities, such as health services and senior care?

This case tells the story of how Wang Minghui, Chairman of Yunnan Baiyao Group since 1999, transformed a single-product traditional Chinese medicine (TCM) state-owned enterprise (SOE) into a major diversified consumer health player in China's highly competitive fast-moving consumer goods market. The case also traces the development of the company from a private business to an state-owned enterprise (SOE) and then to a SOE under mixed state-private ownership.

This case provides a brief overview of the success and challenges of the HNA Group between 2015 and late 2017 when it grew rapidly through global acquisitions to became a Fortune 170 company. How would HNA face the challenges of being a truly global and prominent company in an era of increasing scrutiny of big businesses?

The city of Wenzhou in the Province of Zhejiang, long known in China for entrepreneurship, now hosts the country's largest privately owned mental health hospital group. This case traces the development of Wenzhou Kangning Hospital Co, Ltd. from founding to just before its initial public offering to illustrate the extraordinary entrepreneurship happening in China's healthcare space. It highlights the challenges of China's mental health sector and the means company founder Guan Weili employed to address some of them. How will the hospital grow in the future?

This case updates Wenzhou Kangning Hospital Co, Ltd.'s activities since its IPO in late 2015, focusing on its strategy and growth since the IPO and challenges for the future.

Duke University had grown from an one room school house in rural North Carolina in 1859 to one of the leading research universities in the U.S. and the world. Since the late 1950s, Duke's leaders had consciously used the process of strategic planning to guide the development of the university as a whole, building up programs in interdisciplinarity and initiating ambitious projects in internationalization. Under the leadership of President Richard Brodhead, Duke first built a medical school in Singapore in collaboration with the National University of Singapore, then embarked on a journey to build a university on American standards in the People's Republic of China with its own four year liberal arts curriculum. Will Duke realize its many "outrageous ambitions" as it transitions to a new president?

For two years since 2014 Uber had fought an intense, costly battle for China's ridesharing market with well-financed and well-connected domestic Chinese competitors. During this time, Uber also had to respond to an ever-shifting regulatory landscape that looked increasingly bleak in 2016. Then on August 1, 2016 Uber CEO Travis Kalanick shocked the global ridesharing industry by selling the company's China operations to arch rival Didi Chuxing. Given the competition from domestic rivals and the uncertainties of government regulation, was the decision to exit China the right one for Uber? What does this latest reconfiguration of the market mean for China's burgeoning ridesharing industry? What lessons could other tech companies learn from Uber's experiences in China?

Relations between the People's Republic of China (PRC), on the Chinese Mainland, and the Republic of China (ROC), on Taiwan, had improved significantly since 2008. Taiwan investment in China had played a major role in China's economic boom in recent decades. Investments, partnerships, study, travel, and marriages across the Strait pointed to a future of ever-greater interaction between two parties that brought Asia to the brink of war three times in the last half-century (1954, 1958, 1996). But what does the future hold? Will Taiwan thrive and yet maintain its autonomy as a part of the broader economy of "Greater China"? Will economic integration lead, inexorably, to Taiwan's incorporation into the People's Republic of China? Or will the 2016 electoral backlash in Taiwan against integration with the Mainland embolden the new Taiwan leadership to seek a future for Taiwan separate from China?