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The case follows the Children Cancer Hospital in Egypt, also known as Hospital 57357, as it goes through the roll-out of a new performance management system, which Dr. Sherif Abouel Naga, founder and CEO of the hospital, had championed. This was a critical juncture as the largest pediatric cancer hospital in the world was transitioning from a traditional, relatively informal operating style to a performance management system that was tightly structured and data driven. Dr. Abouel Naga had tasked a newly assembled management team with defining a strategy to ensure that 57357 remained a world leader in quality healthcare for children with cancer in an evolving and uncertain market landscape. While Dr. Abouel Naga was confident that a system that measured each individual's contribution to the strategy would make a difference in the overall performance of the organization, critics worried about how employees might respond to the tight structure that came with this system. How could they ensure there would still be plenty of room for creativity and innovation, which were so important in the delivery of care? Would the new system allow to adapt quickly to evolving market conditions without generating confusion among the staff?

Spreadsheet supplement to case 722367.

The novel coronavirus disease 2019 (COVID-19) pandemic continued worldwide in 2021, and health experts were aware that the virus (severe acute respiratory syndrome coronavirus 2 [SARS-CoV-2]) could be transmitted between humans and mink. In light of this, Denmark had controversially ordered the killing of 17 million mink out of concern that mutations to the virus posed a risk to the effectiveness of any future COVID-19 vaccines. In early 2021, mink farmers across multiple countries were left wondering whether a mass cull was likely to also take place in their countries. In Canada, for example, mink farmers affiliated with the Canada Mink Breeders Association wondered if it was necessary to do the same in Canada. Was there another way? Or was culling mink the only way to protect the health of human populations?

The case describes the transformation at Newsweek, the storied news magazine that had fallen from its commanding position as a premier print publication unable to find its footing in the fast changing digital media landscape. After buying Newsweek and taking over as publisher and CEO in 2018, Dev Pragad set the magazine on a digital first strategy that embraced a data driven approach in all parts of the business including in the newsroom. The case unpacks the different aspects of the transformation effort-how the company created a digital mindset, how it redefined its purpose to create alignment across the organization, created a data centric approach in the newsroom, developed a partnership strategy to scale growth, and used a performance measurement system centered around objectives and key results framework to driven strategy execution. Students can analyze how to drive a transformation centered around a data and measurement system and the challenges involved in doing so.

The Royal Belgian Football Association (RBFA), the governing body of Belgian football, had experienced tremendous success on the pitch and wanted to capitalize on its success with business growth. However, the football industry was challenged by increasing internationalization, commercialization, and digitalization. Engaging diverse stakeholders, including a changing demographic of fans, through digital channels became pivotal.<br><br>Against this backdrop, the RBFA initiated a strategy revision, rolling out a new app in March 2021 for an integrated and expanded digital experience for stakeholders. With the postponed 2020 European Championship scheduled to commence in June 2021 and Belgium among the favourites to win, the RBFA needed to prioritize its offerings to the fans and other stakeholders and determine what resources would be needed to fully operationalize the new digital strategy.

Guangzhou KingMed Diagnostics was the leading third-party independent clinical laboratory in China. On the eve of the Lunar New Year in 2020, the chairman and CEO of Guangzhou KingMed Diagnostics mobilized the whole group to respond to the outbreak of the new coronavirus from Wuhan. With the group's tremendous growth in both business and size since its initial public offering, there were growing concerns about the provision of quality customer service and the group's profitability. While the chairman and CEO was proud to see how swiftly his team had responded to the COVID-19 pandemic, he had many questions about the efficiency of the entire group's resource deployment and the consistency of performance across subsidiaries. Post COVID-19, how should Guangzhou KingMed Diagnostics adjust its transformation strategy?

The Royal Belgian Football Association (RBFA), the governing body of Belgian football, had experienced tremendous success on the pitch and wanted to capitalize on its success with business growth. However, the football industry was challenged by increasing internationalization, commercialization, and digitalization. Engaging diverse stakeholders, including a changing demographic of fans, through digital channels became pivotal. Against this backdrop, the RBFA initiated a strategy revision, rolling out a new app in March 2021 for an integrated and expanded digital experience for stakeholders. With the postponed 2020 European Championship scheduled to commence in June 2021 and Belgium among the favourites to win, the RBFA needed to prioritize its offerings to the fans and other stakeholders and determine what resources would be needed to fully operationalize the new digital strategy.

This case explores the founding story and growth trajectory of Singapore-based venture capital firm Golden Gate Ventures as it grows its operations and asset base alongside the rapidly growing venture ecosystem in Southeast Asia. It also analyzes the core venture capital fund business model and evaluates a consequential decision regarding the firm's upcoming fundraise.

The case describes the journey of Ecoflora until 2020. In 2004, the company began to focus on innovation after one of its principal customers became a direct competitor, and produced own-brand products for a niche market. Ecoflora was able to become a biotechnology innovator in an emerging country (Colombia) by intelligently leveraging the region's science and technology ecosystem, and by systematizing its R&D+I process. Althoug this hybrid company created an inclusive supply chain, management quickly found out that company commitment to this supply chain would be conditioned by the need to expand output and meet increasing demand. Ecoflora's success would depend on increasing international sales-not only to capture financial value, but also to catalyze positive social and environmental change.

In The ClearZone (ClearZone), founded in 2020 by Jenessa and Madison Olson, was a sanitization service start-up that used ozone technology to disinfect commercial and residential spaces. The sisters started ClearZone when their existing business, STMNT, a successful online clothing rental business, was put on hold because of the COVID-19 pandemic. Noticing a heightened need for disinfectant services in response to the pandemic, the sisters took the opportunity to use their business skills, build on their concerns for environmental sustainability, and support clients attempting to create safe environments. ClearZone experienced exponential growth and was now considering its next step in expanding the business.

In 2004, Chinese e-commerce company Alibaba created Alipay, an app to facilitate payments on its e-commerce sites. As Alibaba grew, so did Alipay, until Alipay spawned its own ecosystem of financial technology products and services under the name of Ant Group. By 2020, Ant had one billion users on its platform, which offered investment opportunities, consumer lending, and insurance, targeted towards middle class individuals and small- and medium-sized businesses. In November 2020, Ant Group was poised for its initial public offering (IPO). But the Chinese government canceled the IPO just days before Ant was expected to raise $34 billion at a valuation of $310 billion. Regulators were concerned that Ant's partners were bearing too much risk and they fretted that the Chinese economy showed signs of rising consumer spending. What was next for Ant Group?

It was 2019, and the senior manager of strategy and business operations at Lyft Inc. (Lyft), headquartered in San Francisco, had been tasked with helping the company expand its existing vehicle services infrastructure to include individual riders, also known as end users, in addition to drivers. She had information about the competitive landscape within the industry, along with valuable insights from interviews Lyft had facilitated with potential customers. She was aware that in order for Lyft to grow and ultimately scale in as frictionless a manner as possible, the company might have to re-evaluate its value proposition and figure out how to build trust with consumers.

Spreadsheet Supplement for Case W19555

This case follows the formation and early growth of ExecOnline, a provider of leadership development solutions through partnerships with top business schools. Founder Stephen Bailey navigates initial sales and partnerships, key personnel decisions, and fundraising dilemmas as he seeks to improve diversity among corporate leaders using the ExecOnline platform.

Yogesh Bellani was the chief executive officer of FieldFresh Foods Private Limited (FieldFresh), a joint venture between Bharti Enterprises and Del Monte Pacific Limited. Bellani, with his entrepreneurial mindset, had successfully led FieldFresh in establishing the Del Monte brand in India. A great deal of that success was attributable to Bellani’s ability to capitalize on business-to-business sales. <br><br>FieldFresh had pivoted to a business-to-consumer (B2C) sales model, but issues that arose in fiscal year 2019–20 and were expected to be more pronounced in 2020–2021 indicated that an even greater emphasis on B2C sales was needed. The pivot to B2C would be crucial to unlocking the equity FieldFresh had built with the Del Monte brand and would enable the brand to take a leadership position in key categories, but was this the right time to make that change?

In March 2020, the chief innovation and strategy officer (CISO) of Amsterdam-based Koninklijke Philips NV (Philips), a global leader in health technology, was surveying the distance that Philips had traversed in its transition from products to platforms. The CISO faced three managerial dilemmas: How could he transform the long-standing functional orientation at Philips into a multidisciplinary alignment? How could he ensure that Philips’s customer-facing teams moved from a transactional mode to a relational mode? And how could he motivate employees to deal with a burning platform when they did not see one?

In August 2021, the founders of upGrad, the latest unicorn in the Indian higher education online space, were deciding how to best use the funds to execute on their ambitious growth plans. Ronnie Screwvala, Mayank Kumar and Phalgun Kompalli had envisioned upGrad as an online education platform to enable working professionals to access university degrees from around the world. The pandemic induced lockdowns that confined millions to their homes due to COVID-19, supercharged the growth of upGrad, and indeed all online higher education providers, leading to both growth and competition. The founders of upGrad were keen to ensure they would continue to be a winner in the evolving sector-but which route should they prioritize? Should upGrad continue to focus on offering academic credentials through university partnerships to working professionals, or strengthen their position in the college learners (aged 18 to 23) segment by offering job-oriented test prep and bachelor's degrees?

In May 2019, project managers with the Bihar Rural Livelihoods Promotion Society (Jeevika) in Patna, India, met to consider their role in creating farmer producer companies (FPCs) that helped poor agricultural producers access markets and receive fair prices for their produce, mainly litchi fruit. The creation of such producer companies was not a spontaneous process but often required a catalyst to harness community-based networks. While Jeevika, a project supported by the Government of Bihar and the World Bank, had been successful in alleviating poverty among those at the base of the economic pyramid, the project managers were now reflecting on the way forward for the producer company. Their overarching aim was a comprehensive understanding of the effects of their efforts on the community and the key variables affecting the sustainability of their efforts. They were aware that they could not support the community indefinitely, and they needed to consider how best to empower the producers to do this work on their own once Jeevika was no longer available. What new capabilities would farmers need to develop over time? How would the relationships between farmers and other stakeholders change when support from Jeevika was reduced or removed?

To get more from your innovation efforts, you must first know what type of change you want to achieve, whether it be strengthening the trajectory of your existing path or fundamentally reinventing your business. The authors identify the forms of innovation well suited for each of the three primary types of strategic innovation and suggest specific strategies to help businesses achieve their goals.

Set in July 2021, this case talks about the launch and discontinuation of the very large aircraft, A380, by leading aircraft manufacturer Airbus. The development of the A380 had been motivated by two key factors - the projected market trend of increased hub-and-spoke travel and the success of Boeing 747 - a very large aircraft by Boeing. Although the A380 was the biggest passenger aircraft ever built, with avant-garde technology and reconfigurable design, it failed to succeed due to changing industry trends. Hub airports were witnessing increasing traffic congestion, and more and more airlines were switching to point-to-point travel to avoid hubs altogether. Demand for very large aircrafts like the A380 fell by almost 92% from 2010 to 2020, and Airbus had to make the harsh decision of shutting down the aircraft's production in 2021. The case describes the high stake decision behind the development of the A380 and how it fared after its launch. It also elaborates the duopoly between Boeing and Airbus, which accounted for 91% of the commercial aircraft market share. The case ends with forward-looking questions on what strategies Airbus can implement after the demise of the A380 to compete with long-standing rival Boeing and new entrants like Chinese aircraft manufacturers in a cut-throat market that was witnessing the commencement of environmentally friendly aircraft projects by the two leading players as the new battlefield.