The head of Agile Initiative Network (AIN) at TCS, an India based multinational IT services-consulting-business solutions enterprise, has been mandated by the company's CEO to lead the internal transformation of TCS at scale into an Agile enterprise. There is a three-year deadline beginning December 2017, and the transformation must be executed company-wide in a single leap. Midway into the execution of the strategy, the head of the Agile Initiative Network discovers that he had not factored in the need for change management at scale. The deficit needs to be quickly addressed to achieve the desired outcomes from the ongoing transformation. Students have an opportunity to step into the shoes of the case protagonist and resolve the managerial dilemmas he is facing in making course corrections.

Shein, an ultra-fast-fashion brand, is one of the most downloaded shopping apps in the United States. With an estimated value of USD100bn in 2022, Shein has caught the attention of the fashion industry as its huge range of low-priced and ever-changing fashion appeal to young consumers in their teens and twenties. Headquartered in China, Shein's success is built on its proprietary supply chain management system and China's garment production ecosystem to target overseas markets outside China. Shein mainly relies on digital marketing, collaborating with celebrities and influencers to market its products on social media platforms like Instagram and TikTok. Despite keeping a low profile, Shein has found itself at the center of a series of controversies. Among others, Shein has been accused of low quality, copyright infringement, lack of supply chain transparency, encouraging a culture of excessive consumption, and indifference to environmental costs. This case gives an opportunity for students to discuss and explore what factors have contributed to the success of Shein, what challenges Shein is facing and what strategies Shein can adopt to develop a sustainable business. After studying this case, students will know how to identify and develop a company's core competences and develop a sustainable business.

This case introduces Qualcomm's licensing practices in the mobile telecom sector, with a focus on the Chinese market. The point of view adopted is that of the partners of the fictitious Xiao Xing, a Chinese mobile phone start-up that has no sales yet but requires Qualcomm's chips in order to prototype its product. There are two cases. The main issues examined in Case A are: (a) the sort of questions and issues that entrepreneurs must examine when planning a technology start-up, including financing, location, and access to seed money; and (b) the terms under which Qualcomm's chips can be procured, and the problems posed by such terms, especially regarding the royalties involved, cross-licensing provisions included in their standard agreements, and their impact on the viability of the start-up.

This case introduces Qualcomm's licensing practices in the mobile telecom sector, with a focus on the Chinese market. The point of view adopted is that of the partners of the fictitious Xiao Xing, a Chinese mobile phone start-up that has no sales yet but requires Qualcomm's chips in order to prototype its product. There are two cases. The main issues examined in Case A are: (a) the sort of questions and issues that entrepreneurs must examine when planning a technology start-up, including financing, location, and access to seed money; and (b) the terms under which Qualcomm's chips can be procured, and the problems posed by such terms, especially regarding the royalties involved, cross-licensing provisions included in their standard agreements, and their impact on the viability of the start-up. Case B (which does not require previous study of Case A) examines the development of Anti-Monopoly Law in China and the recent measures taken by the Chinese NDRC regarding Qualcomm's licensing practices.

This case describes a hypothetical situation faced by a fictitious international conglomerate, ICL, that intends to enter the retail grocery market in Hong Kong. The conglomerate's interest in the Hong Kong supermarket industry was initially kindled by the plan of Hutchison Whampoa, Ltd. (HWL) to sell its leading supermarket chain PARKnSHOP in August 2013. However, in October 2013, HWL reversed course and decided not to sell PARKnSHOP, saying that the sale would not deliver maximum value to its shareholders. Before embarking into new territory, ICL wanted an in-depth understanding of the Hong Kong grocery market environment, competitors, and potential barriers to entry. The conglomerate was aware that the new Competition Law, which was expected to take effect in 2015, might have profound implications on the grocery market landscape in Hong Kong.