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This case describes the development of the HealthCare.gov website front-end, systems and databases supporting the implementation of the Affordable Care Act. In late October 2013, US Health and Human Services Secretary Kathleen Sebelius and US Centers for Medicare and Medicaid Services Administrator Marilyn Tavenner appear before a Congressional subcommittee to apologize about system glitches. The case gives students an opportunity to consider project risks that affected this huge systems development effort, and to consider how to ensure that millions of uninsured or underinsured Americans would be able to sign up for affordable health insurance

Business Process Management (BPM) is a topic that has received immense attention in information systems research and practice. While its adoption has been increasing rapidly, many companies struggle to find BPM professionals with the appropriate skills, hence BPM education has been an area of increasing interest as well. One big challenge for BPM education is the lack of teaching resources. Appropriately written BPM teaching cases derived from real-life case scenarios has been recognised as a valuable means to address this gap. Yet, teaching cases that are rich in context dedicated to BPM are still scarce. This teaching case, specifically developed for business process improvement education purposes, is designed as a rich resource to address this gap. Teaching notes with an extensive set of multimedia ancillary material are also available to instructors upon request. This case study is based on a real-life patient-care process of a national Ayurvedic hospital in Sri Lanka. With its position as the leading national institute for Ayurvedic research and teaching, the hospital has the potential to make striding impacts with Ayurvedic innovations both nationally and globally. This narrative describes the current patient-care process in detail, challenging students to analyse the current process and derive justifiable high-impact creative/innovative recommendations that are feasible to the case's context and improve business processes at the hospital.

SolBridge, a young business school in South Korea, acquired an open-source learning management system (LMS) in early years of its operation. It switched to an on-premises proprietary LMS a few years later. However, before renewal of its annual license SolBridge was caught in a typical dilemma of information systems acquisition (IS acquisition), i.e., keeping the costs lowest while maximizing user and organizational benefits. The decision was made more complex by newly available cloud-hosting options. SolBridge CIO analyzed the total cost of ownership (TCO) and benefits of several options before recommending one of them to school management. This case provides senior undergraduate or graduate students with an opportunity to assume the role of SolBridge CIO and analyze TCO for its next LMS. Not only will they realize the managerial challenges involved in selection and acquisition of enterprise information systems but they will also learn about the economic feasibility of on-premises and cloudhosting options. It also becomes visible to them that organizations grapple with unceasing technological and organizational changes. Therefore, flexibility and scalability emerge as key elements of modern IT infrastructure.

This is an MIT Sloan Management Review Article. We found that obtaining business value using the connections the IoT creates between an organization and its customers, suppliers, and competitors depends on companies'willingness to share data with other organizations.

Rarely does a day seem to go by without another front page story about a firm being breached by cyber-attackers. Even experts in the field are far from immune from the unsustainable status quo. For example, Jim Lewis of the Center for Strategic and International Studies has said: "We have a faith-based approach [to cybersecurity], in that we pray every night nothing bad will happen." This is a difficult starting point to consider an appropriate end game. Still, it is something that firms must do since infinite investment cannot breed infinite security. This article takes lessons from the burgeoning field of cyber peace studies and applies them to private sector cyber risk mitigation strategies. With members of the C-Suite on down to mailroom clerks worrying about the next attack and looking over their shoulder after a breach occurs, who wouldn't welcome some peace of mind?

Who owns an individual's electronic communications data, who should have access to it, and what can be done with it? The battle of privacy versus security is currently raging between U.S. technology companies and national security forces. U.S. technology companies are adopting corporate foreign policies to respond to sovereign states' efforts to access customer data, which could change and possibly even destroy their business models. This article discusses the struggles faced by these companies and the policies influencing the possible outcome, as will be determined in the European Union within the next few years.

Between 2000 and 2016 Apple introduced a number of new products and services that dramatically expanded the company's scope well beyond its traditional market position in computers. Over that period, the direction of the company changed and evolved almost as dramatically. This note summarizes the major events along the way and how the Apple leadership spoke of these changes. Apple's new products and services included the launches of iTunes, the iPod, the iTunes Store, iTunes for Microsoft Windows, the iPhone, Apple Watch, and Apple Music. The company also changed its name from Apple Computer to Apple in 2007, reflecting the company's growth and evolution.

The president of Cloud Syzygy Technologies (CST) had recently returned from the Pacific Telecommunications Council conference, where he discussed ways in which cloud computing had transformed industries. He knew that in the future, the real opportunities lay in the cloud and not in traditional internal IT solutions. As the executive in charge of CST, he wished to develop a plan to grow the business, which would include a clear message to his customers about the merits of cloud computing. He recognized that cloud computing provided many opportunities and risks for corporations seeking to take advantage of new and innovative technologies. He was tasked with presenting a ranking and assessment of CST's new products to the board at the next meeting.

This two-part case study of a Canadian knitwear SME called Ça Va de Soi (CVDS) presents a real-life situation: an IT project failure (part A) and how the project was "resuscitated" and transformed into a success (part B). The case highlights (1) the challenges and risks of IT projects for SMEs, (2) the importance of evaluating and selecting the right IT supplier and managing relationships, and (3) how, during a retrospective, lessons learned from a project failure can be transferred and applied to other IT projects.

Supplement to case HEC138. This two-part case study of a Canadian knitwear SME called Ça Va de Soi (CVDS) presents a real-life situation: an IT project failure (part A) and how the project was "resuscitated" and transformed into a success (part B). The case highlights (1) the challenges and risks of IT projects for SMEs, (2) the importance of evaluating and selecting the right IT supplier and managing relationships, and (3) how, during a retrospective, lessons learned from a project failure can be transferred and applied to other IT projects.

In this series of case studies, students learn to identify, assess, and control the risks of distributed denial of service (DDoS) attacks in a real-world situation. PopVote was the electronic voting system used by the Public Opinion Programme (POP) at the University of Hong Kong. This case consists of cases A, B, and C. Case A gives the background on POP and PopVote. It describes the development history of PopVote, including past voting events, past cyber-attacks, and the evolution of its IT security infrastructure. Students are asked how to identify and assess potential security risks and how to prepare PopVote for an upcoming high-visibility voting event.

In this series of case studies, students learn to identify, assess, and control the risks of distributed denial of service (DDoS) attacks in a real-world situation. PopVote was the electronic voting system used by the Public Opinion Programme (POP) at the University of Hong Kong. This case study consists of cases A, B, and C. Case B sets the scene for risk control in information security management. To improve cloud-based security, POP outsourced the system security to Amazon Web Services (AWS), CloudFlare, and UDomain. During the mock and preregistration period of the voting event, the scale of DDoS attacks forced AWS and UDomain to make an unusual move and withdraw their services. CloudFlare also warned that it might suspend its service if there was another wave of cyber-attacks. The POP team had to decide immediately what they should do to control the risks.

In this series of case studies, students learn to identify, assess, and control the risks of distributed denial of service (DDoS) attacks in a real-world situation. PopVote was the electronic voting system used by the Public Opinion Programme (POP) at the University of Hong Kong. This case study consists of cases A, B, and C. Case C describes what actually happened to PopVote after AWS and UDomain, security system providers, withdrew their services.

Distance learning-that is, providing education to students who are separated by distance and in which the pedagogical material is planned and prepared by educational institutions-is a topic of regular interest in the popular and business press. In particular, MOOCs (Massive Open Online Courses), which are open-access online courses that allow for unlimited participation, as well as SPOCs (Small Private Online Courses), are said to have revolutionized universities and the corporate education landscape. In this article we provide a nuanced analysis of the phenomenon of online distance learning. We first provide an overview of its historical evolution, and subsequently define and classify key concepts. We further discuss in detail the optimal target group in terms of participating students and teaching professors and propose corresponding frameworks for driving intrinsic student motivation and for choosing a successful online teacher. We also outline the benefits that institutions can achieve by offering online distance learning. Finally, we speak about the specific connection between online distance learning and social media by focusing on the difference between MOOCs based on traditional lecture formats (xMOOCs) and connectivist cMOOCs.

In 2014, Singapore Management University (SMU) undertook the reworking of its ten-year-old legacy intranet web portal eWise, and successfully replaced it with the new intranet, iNet. At lower maintenance costs than eWise, iNet offered modern design, easy consolidation and renewal of content, better integrated core operational functions, vastly improved user interface, and opportunities to collaborate. The case presents an overview of the journey of this transformation at SMU, discussing the key challenges faced by Goh and his team in terms of choice of technology, skills required, resources management and change management, including cultural issues and resistance to change. It discusses the development process and the decisions taken regarding the technical platform, implementation approach, features incorporated, and the taxonomy and topology of the website. Given the sheer size of the organisation and its information and legacy structure, iNet was undoubtedly an achievement. Yet, issues remained: How to accelerate iNet's low adoption rate amongst users? Should the portal be expanded to unify the whole of SMU through a single integrated web portal? Would that bring in synergies across the university or would the different departments continue to operate in silos? What would be the right time for upgrading the intranet portal to ensure future readiness and scalability of the overall IT solution?

Data breaches are becoming more frequent and more damaging to the bottom line of many businesses. The Target data breach marked the beginning of increased scrutiny of cybersecurity practices. In the past, data breaches were seen as a cost of doing business, but Target's negligence and the scale of the data loss forced businesses and the courts to reevaluate current practices and regulatory frameworks. Businesses must make strategic use of their chief information officers, adopt cybersecurity best practices, and effectively train their employees to respond to growing security threats. They must also shape the cybersecurity narrative to influence regulatory responses to these threats.

In October 2012, the executive vice-president (EVP) at the Royal Bank of Canada (RBC), Canada's leading bank, faced managerial dilemmas with regard to the launch of a mobile wallet. RBC had developed a cloud-based application that differed from industry standard SIM card-based payment methods. The EVP was evaluating areas of contrast between the two models as part of arriving at a decision. There was likelihood that the cloud solution was disruptive. But would it become the dominant solution? Would it give RBC a first-mover advantage among its peers?

The case uses the story of one of the leading e-commerce firms in Vietnam to introduce students to concepts and models of e-commerce, and in particular, to help students get familiar with cultural, ethical and legal issues in doing cross-border e-commerce. After solving the top three challenges in doing e-commerce in Vietnam within the past 9 years - enabling a reliable and secured online transaction, building customers' trust in buyers and providing an effective shipping service, the CEO needed to consider whether he should expand his proven successful domestic ecosystem extensively or build a completely new one to serve his company's strategic move: doing cross-border e-commerce in Southeast Asia where there exist established players in the highly competitive and technology savvy market. Such a key strategic event occurred in early 2014.

In this teaching case, we challenge students to think about and discuss how the legal profession can adapt to disruptive forces caused by the globalization of skills and technology innovation. The case focuses on how one UK-based firm - Radiant Law - completely rethought the delivery of legal services. This 'new age' law firm continually tested the boundaries of new ways to leverage the value of global talent and technology. For example, it changed its pricing and sourcing models, adopted new technologies, hired freelance IT professionals globally to develop software to streamline its legal work, engaged outsourcing providers in India and (subsequently) in South Africa. After nearly 3 years in South Africa, Radiant Law contemplated switching its sourcing model again. The Radiant Law story supports discussion about challenges associated with global sourcing decisions and the present and future shape of professional work and services in an increasingly technology-enabled, globalized world.

This case is designed to illustrate the conceptual foundations of business intelligence; thus, the analysts can develop an understanding on how to utilize the business intelligence framework to make proper decisions in the turbulent and competitive business environment. The case started when Bob, the senior vice president of Thai ABC Airline, had to implement a new method of re-accommodating passengers in the case of canceled/delayed flights. The first incident was reported that the flight from Bangkok, Thailand (BKK) to Hong Kong (HKG) was expected to be delayed and seven passengers would definitely miss the original connecting flight from Hong Kong to Chicago, USA. Unfortunately, the next available flight to Chicago was almost fully booked and could accommodate only two more passengers. Thus, Bob and his team had to decide which two passengers should be on the next available flight and which others would have to stay overnight in Bangkok for the morning flight to Chicago on the next day. The following topics are discussed in or raised by the case: (1) Airline Industry and the incidence of passengers' dissatisfaction because of delayed/ canceled flights, (2) Business intelligence concept, (3) Customer acquisition and customer retention, (4) Social media and key influencers, and (5) Decision making based on different airline's strategic direction.