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Initiatives to redesign cities so that they are smarter and more sustainable are increasing worldwide. A smart city can be understood as a community in which citizens, business firms, knowledge institutions, and municipal agencies collaborate with one another to achieve systems integration and efficiency, citizen engagement, and a continually improving quality of life. This article presents an organizational framework for such collaboration and employs it to analyze Smart Aarhus, the smart-city initiative of Aarhus, Denmark. Based on the experiences of Smart Aarhus to date, it offers a set of lessons that can benefit the designers, leaders, and policymakers of other smart-city initiatives.

Governing a city is arguably one of the most complex management tasks facing organizational leaders. Based on an analysis of Vienna, London, and Chicago, this article demonstrates that city leaders treat cities as ecosystems, structured and governed either as "extended enterprises" where inputs from specialized organizations are coordinated and integrated into the final service or as "platform markets" where direct interactions between third-party service providers and citizens are facilitated by the city leaders. If cities are viewed as the "ecosystem of ecosystems," then successful city governance requires an orchestration approach where leaders choose the appropriate structure and manage the ecosystem dynamically in a constantly changing environment.

The Smart Cities movement has produced a large number of projects and experiments around the world. To understand the primary ones, as well as their underlying tensions and the insights emerging from them, the editors of this special issue of the California Management Review enlisted a panel of experts, academics and practitioners from different nationalities, backgrounds, experiences, and perspectives. The panel focused its discussion on three main areas: new governance models for Smart Cities, how to spur growth and renewal, and the sharing economy both commons and market based.

Energy - both petroleum and electricity - had been terribly managed for decades in Mexico. The two national monopolies - PEMEX and CFE - were inefficient, overstaffed, corrupt, rife with subsidies, and losing money. Finally, in 2012, President Enrique Pena Nieto announced his intent to drastically reform both. Over the next two years, the Mexican constitution was amended, and a dozen implementing laws were passed, to break up the CFE, reorganize PEMEX, and impose competition between the pieces. By 2017, tracts of offshore oil were auctioned, renewable contracts were auctioned, and new regulators were trying to impose competition downstream in electricity.

In 2016, Muñoz Group, a multifaceted agribusiness company that developed, produced, packed, imported and exported citrus, flowers, grapes, juice, and ice cream, faced an unexpected new challenge in the British public's vote for the United Kingdom to exit the European Union. The outcome of the vote led to uncertainty around investment conditions, instability in the pound, growth in anti-immigrant sentiment, and other changes. This created unusual business conditions for Muñoz Group's CEO, Alvaro Muñoz, who had to decide how to adjust his strategy for the coming years, given that his company was headquartered in the UK - but did business all over the world.

When the Meta Abo Brewery Company, Ethiopia's second largest brewery based in Sebeta, Ethiopia, was purchased from the government by UK-based Diageo PLC in 2012, sustainability of raw material supply, especially barley, was a key concern. At the time of the acquisition, the Meta Abo Brewery was importing all its malt barley. Diageo wanted to push local raw material sourcing to 70 percent. In May 2012, Paul Walsh, Diageo's CEO, attended the Symposium on Global Agriculture and Food Security hosted by the Chicago Council on Global Affairs, in collaboration with the World Economic Forum. During the symposium, Walsh signed a pledge to support the launch of the G8's New Alliance for Food Security and Nutrition (see case Exhibit 2). In the same year, Walsh signed the letter of intent committing Diageo to invest US$1.5 million scalable value chain project to source barley for the Meta Abo Brewery from about 6,000 smallholder farmers with the potential to scale up to 20,000 metric tons per year by 2016. This would still not meet all demands for the malt barley required to produce the malt needed by the Meta Abo Brewery, but it was a step in the right direction in terms of increasing local content in a market computing for inputs. The goal was clear, but the implementation details had to be worked out. How would Diageo and Meta Abo Brewery implement this bold initiative to partner with 6,000 smallholder farmers to increase both quality and quantity of local sourced malt barley? They had experience working on development projects in Africa, but would those projects provide sufficient lessons learned for this challenge?

Psaltry International Limited was an agricultural processing company located in rural Nigeria. The company refined cassava into high-quality food-grade starch, which was used in many consumer products. As of 2016, Psaltry had 300 employees and operated two production lines. The company was growing rapidly, but its founder, Ms Yemisi Iranloye, faced key strategic decisions about whether to expand production, and how to source two water and electricity for the company's factory. These inputs were difficult to obtain because of the lack of government-supplied infrastructure in rural Nigeria. Indeed, although many outsiders considered the Nigerian business environment to be challenging due to problems like corruption and the threat of violence, from Ms. Iranloye's perspective the challenge of obtaining power and water was every bit as important. One possible solution was for Psaltry to increase its own power generation and water supply capacity. This approach would require substantial up-front investment. It also carried a risk, as local communities could not rely on government-operated infrastructure, and might expect Psaltry to provide them with power and water. Although Ms. Iranloye was proud of Psaltry's track record of promoting community development, she was acutely aware that Psaltry was not in a position to fully satisfy local communities' needs for power and water. For water, Ms Iranloye considered three main options: drilling deeper wells, building a dam, or building a supply pipe to source water from a government dam. For power, her three main options were to build a biogas plant, rely on costly diesel generators, or increase the company's use of government-supplied electricity.

After more than 40 years of membership in the European Union, the United Kingdom voted via referendum to separate from the EU on June 23, 2016. Following the surprise verdict (termed Brexit), a political upheaval followed, with many ministers, including Prime Minister David Cameron, resigning or being sacked, and markets collapsed. As markets recovered, Theresa May was chosen as the new prime minister of the UK in charge of leading the separation. The future of the UK and its relationship with Europe was uncertain. No country had ever left the EU before, so there was no precedent to follow and no clear indication of what the UK planned to do after exiting. Why had the British voted to leave? Would the UK and the EU be able to agree on a mutually beneficial arrangement? What would be the effects, politically and economically, on the UK and European countries? The impact of the disunion on the relationship between the EU and the UK was yet to be seen.

The case addresses reforms to regulations in Israel's telecommunications industry initiated and implemented under the leadership of Minister of Communications Moshe Kahlon in 2009-2010. The case highlights the challenges faced by a politician attempting to institute regulatory and legislative reforms in the face of uncertainty and resistance from an incumbent oligopoly. When Kahlon entered office, three cellular companies, Pelephone, Cellcom, and Partner (the Big Three), dominated the market. Against Big Three opposition, Kahlon must decide whether to continue pushing changes to introduce new competitors in the industry, remove contract termination fees, and reduce the payment of inter-connection fees between cellular providers, which advantaged incumbent companies and drove up consumer prices. Kahlon applied a distinct political style that won him support from career civil servants within the ministry of communications and ministry of finance, from the press, and from the public.

The case complements "Moshe Kahlon: Telecommunications Reform and Competition in Israel's Cellular Market (A)," HBS case number 417-017, which addresses reforms to regulations in Israel's telecommunications industry initiated and implemented under the leadership of Minister of Communications Moshe Kahlon in 2009-2010. The case highlights the challenges faced by a politician attempting to institute regulatory and legislative reforms in the face of uncertainty and resistance from an incumbent oligopoly. When Kahlon entered office, three cellular companies, Pelephone, Cellcom, and Partner (the Big Three), dominated the market. Against Big Three opposition, Kahlon must decide whether to continue pushing changes to introduce new competitors in the industry, remove contract termination fees, and reduce the payment of inter-connection fees between cellular providers, which advantaged incumbent companies and drove up consumer prices. Kahlon applied a distinct political style that won him support from career civil servants within the ministry of communications and ministry of finance, from the press, and from the public. This (B) case describes the successful implementation of the reforms, which led to the entry of new competitors into the industry, a sharp decline in consumer prices, and layoffs and declining performance at the Big Three.

In mid-2015, the Singapore-based CEO of Choson Exchange Geoffrey See pondered his next move. He had founded Choson Exchange as a non-profit in 2009 to further female entrepreneurship in North Korea by providing business and legal training in the isolated country. Now, however, he considered launching a for-profit incubator, PY Ventures, to provide North Korean entrepreneurs with customized mentorship and access to foreign capital. What role did See play in North Korea, and how should he evaluate the risks and opportunities of moving out of the non-profit space in what many around the world considered a "Rogue State"?

This sequel accompanies case number 1999 (HKS766). This case looks at public-private partnership (PPP) between the Health Ministry for the government of Lesotho and a private consortium headed up by Netcare, a South African company, to build and operate a new referral hospital and four feeder clinics in Maseru, the nation's capital. The project was one of the first efforts to design a PPP in Africa for the construction and the operation of a major hospital plus the clinical services. The project is perceived by the International Finance Corporation as a major success. The case focuses on three issues: 1. the steps taken by the government, IFC, and the private parties to form a workable public-private partnership; 2. the design and implementation of the key performance indicators contained in the contract; and 3. the sustainability of the project in light of higher than anticipated costs and lower quality health services in other areas of the country, which have resulted in a demand for services from the new clinic and hospital far in excess of the numbers originally forecast. Case number 1999.2

In September 2008, Hank Paulson, U.S. Treasury Secretary, Ben Bernanke, Chairman of the Federal Reserve Board of Governors, and Tim Geithner, President of the Federal Reserve Bank of NY, found themselves in the eye of the mightiest financial storm since the Great Depression. After months of battling the crisis, they were confronted with the largest problem they had encountered yet-Lehman Brothers, the global investment bank, was teetering on the edge of failure. This case asks students to consider what the appropriate response from the policymakers and central bankers should have been.

In September 2008, Hank Paulson, U.S. Treasury Secretary, Ben Bernanke, Chairman of the Federal Reserve Board of Governors, and Tim Geithner, President of the Federal Reserve Bank of NY, found themselves in the eye of the mightiest financial storm since the Great Depression. After months of battling the crisis, they were confronted with the largest problem they had encountered yet-Lehman Brothers, the global investment bank, was teetering on the edge of failure. This case asks students to consider what the appropriate response from the policymakers and central bankers should have been.

This is a "context" case that offers a general sense of the scale and scope of tasks confronting the Chinese government in economic reform, particularly since President Xi Jinping assumed political leadership over 2012-2013. It also provides an avenue to appreciate the inner mechanics of how China works today.