During the COVID-19 pandemic, SATA CommHealth, a Singapore-based social enterprise, made several strategic decisions in order to turn itself around, sharpen its organizational purpose, and reformulate its organizational strategy. SATA’s new strategy enabled it to secure a significant public contract in 2022, giving it a mandate as a primary care provider for migrant workers. As SATA’s financial performance stabilized, the board and the management were confronted with the next strategic dilemma: On the one hand, the organization could align itself with the national movement focusing on preventive care and population health; on the other, it could attempt to establish new capabilities to provide chronic disease care for an aging populace or dialysis care to a rapidly growing population of persons with end-stage kidney failure. Which course should SATA take to fulfill its mission of promoting lifelong health and serving the community in Singapore?

Established in 2003 with 120 volunteers, Food from the Heart (FFTH) is a Singapore-based charity organisation founded to alleviate hunger by providing reliable, consistent, and sustainable food support to the less fortunate through food distribution programmes. FFTH's digital transformation journey began in the middle of 2018 and it went through an overhaul in 2019. Among several digitalisation projects rolling out in early 2020, one was about distributing beneficiary cards with a Quick Response (QR) code to its beneficiaries. Having no direct access to beneficiaries and needing to rely on its community partners, the beneficiary card could be a game-changer for FFTH, yet implementing these cards through its community partners would be a challenge. The case requires students to analyse the managerial capabilities of a charity organisation and discuss how change management and change leadership could digitally transform an organisation. At the end of the discussion, students will recommend a stakeholder management strategy for FFTH to continue its digitalisation initiatives with its community partners.

In December 2016, two years after the founding of Medicloud, a Singapore-based start-up that offered a medical appointment-booking application, the founder and chief executive officer recognized that the start-up had yet to monetize. A decision regarding a pivot was imminent. He also recognized that there were new opportunities in the areas of employee benefits and insurance for small- and medium-sized enterprises (SMEs). He needed to answer two pressing questions before the company’s initial funding ran out: Should the start-up pivot to serve SMEs? If so, what kind of products and services should it offer to the SMEs?

In December 2016, two years after the founding of Medicloud, a Singapore-based start-up that offered a medical appointment-booking application, the founder and chief executive officer recognized that the start-up had yet to monetize. A decision regarding a pivot was imminent. He also recognized that there were new opportunities in the areas of employee benefits and insurance for small- and medium-sized enterprises (SMEs). He needed to answer two pressing questions before the company's initial funding ran out: Should the start-up pivot to serve SMEs? If so, what kind of products and services should it offer to the SMEs?