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SolarCity Corporation competed in the downstream segment of the U.S. solar energy industry. The company installed solar panels for residential and commercial customers, using a decentralized (off-the-grid) power generation and transmission model to compete with utility companies that used a centralized (grid-based) model. Solar energy was a renewable source (unlike fossil-based energy sources) and therefore scored highly on both environmental and sustainability factors. To overcome the high switching costs to customers, SolarCity marketed solar energy using a financing model in which the company owned the assets and the customer merely paid a monthly fee for the energy used. As a new player in a nascent industry, SolarCity had never been profitable. SolarCity’s co-founder and chief executive officer had to develop a plan to make the company profitable despite the fact that utility companies were fighting back politically and the government was set to reduce tax subsidies for solar assets in the near future.

Technological innovation is considered a competitive strength for America, but the nation does not score as high in deploying its technology. U.S. transportation systems are in need of repair and renewal, and the sector is at the cusp of a technological revolution. The Information Superhighway could reinvent the highway-and airways, railroads, vehicles, and more-by making aspects of the system "smarter" and more connected, cost-effective, fuel-efficient, safer, and more convenient for consumers, businesses, and communities. This paper discusses five trends in for technology-enabled transportation innovation: connected vehicles; connected roads; big data analytics in air transportation; Intelligent Transportation Systems; and innovation in information infrastructure.

Adani Agri Logistics Limited (AALL) was established to execute a national project for the bulk handling of food grains through a public-private partnership with the Food Corporation of India. This project involved financing, planning, designing, constructing, operating and maintaining modern infrastructure for the bulk handling, storage and transportation of grains required for the public distribution system. Although a technology-driven supply chain solution was implemented, the benefits of this innovative supply system did not come into full fruition even after four years of operation. AALL soon realized that farmers were reluctant to accept the new storage system because it was a departure from the relationship-based transactions they were used to undertaking with traditional intermediaries. In this way, the company learned that there are cultural subtleties and traditions that must be appreciated and given consideration, along with the economic justifications. How could these traditions be respected and upheld while making way for improvement and progress?

In October 2011, a young entrepreneur in Ghana faced a critical moment. Given his degree in marketing and his experience running a retail clothing store, he was confident he could branch out and start his own photocopying service in his hometown of Koforidua, where there was a distinct undersupply of photocopying services. The proposed store would be located near All Nations University, whose students and faculty would provide a stable demand for his offerings. Now he must perform a breakeven analysis and return on investment calculation to assess if he should go forward with the venture.

EA Financial Services was a microfinance institution in Koforidua, Ghana. In its seven months of operation, it had done well to establish a client base, before it lacked sufficient capital to meet the growing demand for new loans. Although having a growing client base is a positive sign, the lack of capital was a significant burden—the company had to begin turning down loan requests. The owner knew that potential clients would likely deal with one of his many competitors if he could not provide financial services for them. He wondered if he should first explore obtaining additional operational capital or concentrate on improving current operations. Several alternatives to addressing these issues had presented themselves. What was the best course of action?

In 2013, a successful entrepreneur in Eldoret, Kenya was considering her options. In 2007, after a history of operating several small businesses, only one of which failed, she founded Lilgaa Property Management Ltd., a real estate and property management business. She had focused her energies on the real estate industry in spite of its many challenges, which included corruption and lack of regulation, enforcement and trust. In 2013 she needed to decide how to grow her business, specifically, whether she could buy a building in Eldoret and rent it out or buy a plot of land on the outskirts of town and build a hotel; if the latter, would it cater to the middle or upper class? She had to assess the various elements of the business, political and social environments and consider the potential risks that could affect the outcome of her investment.

The U.S. air transportation system flies high on some indicators, mostly involving capacity to take to the air, but lands low on others, mostly involving ground facilities and processes. This note provides an overview of the history and current state of air transportation in the U.S., covering industry costs; types of airlines, including passenger and cargo (e.g., Delta, Southwest, Alaska, and Frontier); airport issues; and the role of technology. It reviews some opportunities for innovation that will solve the pain points and bottlenecks facing the system and outlines high-priority policy areas. It becomes clear that individual airlines have often been managed back to health and focus on innovation, but the overall system itself and its governmental connections need attention, including the desire for NextGen air traffic control and revisiting Open Skies agreements.

The Indian packaging industry &mdash; represented by a mix of paperboard, plastics, metals, and glass &mdash; had seen great change leading up to 2013. In 2012, Ajanta Packaging ranked among the top suppliers of glass bottles in India with an employee base of more than 50 and net revenues of US$100 million. The glass-bottle industry had a derived demand and depended on major industries using glass bottles in India, such as the liquor and beer, soft-drinks and pharmaceutical industries.<br /><br />The Ajanta Packaging case study discusses the stiff competition faced by the glass-bottle industry from different packaging options and materials that had entered the industry in the last four to five years. It assesses the changing market dynamics that could have a big impact on the future of Ajanta Packaging, with many companies shifting to PET bottles, Tetra Pak, flexible packaging, and other innovative packaging solutions, to reduce costs and improve the durability of products. Ajanta Packaging was highly dependent on glass-bottle sales, as 95 per cent of its revenue came from them. Should it carry on with the same product range, exploit the declining glass-bottle industry with more customers of glass bottles or enhance its product range with more varieties of PET bottles?</p>

The Indian packaging industry - represented by a mix of paperboard, plastics, metals and glass - had seen great change leading up to 2013. In 2012, Ajanta Packaging ranked among the top suppliers of glass bottles in India with an employee base of more than 50 and net revenues of US$100 million. The glass-bottle industry had a derived demand and depended on major industries using glass bottles in India, such as the liquor and beer, soft-drinks and pharmaceutical industries.The case discusses the stiff competition faced by the glass-bottle industry from different packaging options and materials that had entered the industry in the last four to five years. It assesses the changing market dynamics that could have a big impact on the future of Ajanta Packaging, with many companies shifting to PET bottles, Tetra Pak, flexible packaging and other innovative packaging solutions, to reduce costs and improve the durability of products. Ajanta Packaging was highly dependent on glass-bottle sales, as 95 per cent of its revenue came from them. Should it carry on with the same product range, exploit the declining glass-bottle industry with more customers of glass bottles or enhance its product range with more varieties of PET bottles?

This case discusses the only privately owned bridge between Canada and the United States and the possible construction of a second competing and publicly owned bridge. With an upcoming crucial vote on the fate of the public bridge, a Michigan student must decide how to vote and whether she believes that a central public infrastructure should be privately held. She contemplates a deeper issue as well - the fundamental principle of capitalism, a system that sometimes perpetuates inequalities since individuals are rewarded for their hard work and are able to defend their self-interests. The student recognizes that her vote is not just about the future of the public bridge but also about her beliefs in balancing individualism and equality.

This case discusses the only privately owned bridge between Canada and the United States and the possible construction of a second competing and publicly owned bridge. With an upcoming crucial vote on the fate of the public bridge, a Michigan student must decide how to vote and whether she believes that a central public infrastructure should be privately held. She contemplates a deeper issue as well – the fundamental principle of capitalism, a system that sometimes perpetuates inequalities since individuals are rewarded for their hard work and are able to defend their self-interests. The student recognizes that her vote is not just about the future of the public bridge but also about her beliefs in balancing individualism and equality.

This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed. The role-play allows participants to negotiate given the inherent value-creation limitations of the setting.

This is a two-party negotiation between a pharmaceutical company and a government agency to decide if a new medication will be put on the reimbursement list. The pharmaceutical company has a valuable new product, the government has semi-monopolistic power over whether (or not) drugs are listed. The role-play allows participants to negotiate given the inherent value-creation limitations of the setting.

Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few. But they can also be are powerful integrative moments, and when "well navigated" they can become opportunities for wider company reforms.

Companies regularly face difficulties, but sometimes they have to face a "life threatening" crisis. Such events challenge leadership, not least because of their complexity - technological puzzles, loyalty and political maneuvering, branding and communication issues, to name a few. But they can also be are powerful integrative moments, and when "well navigated" they can become opportunities for wider company reforms.

The president of General Mills Canada wants to build a culture of innovation in his firm. Prior to a senior management meeting in 2010 to review the company's plans for 2011 and beyond, he met with the vice-president of Human Resources and asked him to provide feedback and suggestions about what the organization could do to change its corporate culture. A conservative organization with a collegial atmosphere where consensus and support were essential to moving projects ahead, General Mills Canada had developed an analysis-based, detail-oriented culture that was not necessarily conducive to innovation. This case provides an opportunity to engage in a discussion about the uncertainty faced by senior management in terms of specifically how to build a culture of innovation. While the senior leaders know they want to build a culture of innovation, the real question is how they should go about doing this.

Supplement case to W14003.

The president of General Mills Canada wants to build a culture of innovation in his firm. Prior to a senior management meeting in 2010 to review the company’s plans for 2011 and beyond, he met with the vice-president of Human Resources and asked him to provide feedback and suggestions about what the organization could do to change its corporate culture. A conservative organization with a collegial atmosphere where consensus and support were essential to moving projects ahead, General Mills Canada had developed an analysis-based, detail-oriented culture that was not necessarily conducive to innovation. This case provides an opportunity to engage in a discussion about the uncertainty faced by senior management in terms of specifically how to build a culture of innovation. While the senior leaders know they want to build a culture of innovation, the real question is how they should go about doing this. Also available is supplement case 9B14M016.

Supplement to 9B14M015. This case highlights many of the changes that were made at General Mills Canada to build an innovative culture. The results were positive, however, not all employees were convinced that being innovative would enhance, not harm, their careers. This follow-up case explores what else can be done to more fully build the culture of innovation, focusing especially on the challenges of cultural change.

Diamond Cab has developed a business model to provide improved transportation for wheelchair users. The model shows that services considered as social welfare can actually be profitable, as wheelchair users have increasingly demanded better transportation beyond inconvenient rehab buses and commercial taxis. Diamond Cab has navigated the regulatory environment and cultural norms of Hong Kong to offer its award-winning service, and other cities have come to learn from its initial success. As a social enterprise nurtured by Social Ventures Hong Kong, a venture philanthropy fund, it faces the challenge of soliciting more investment and talent to scale up the operation with a larger fleet of taxis and eventually return monetary and social dividends to the investors of the fund.<br><br> A <a href=https://www.youtube.com/watch?v=4iiuhNxDz5k>video is available for viewing online.