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After the Gulf War of 1991, the UN Security Council imposes economic sanctions on Iraq. To alleviate the crippling effects of the sanctions, the council establishes the Oil-for-Food Programme in 1995 - allowing Iraq to sell its oil and use the revenue to buy food, medicine and other humanitarian goods. Later, in 2000, Rahul Kumar is appointed head of the Office of Internal Oversight Services (OIOS) at the UN. Kumar is responsible for auditing, investigating, evaluating and inspecting UN programmes. He seeks to review the work of OIOS in order to refocus department resources to areas of high risk. A cursory review of UN programmes identifies Oil-for-Food as a major risk in terms of the potential for operational failure and damage to the UN reputation. In the absence of adequate internal resources, Kumar aims to institute a full risk analysis of the programme with the help of external consultants. However, this initiative is blocked.

The case opens in November 2019 as Eyad Alkassar and Mahmoud Fouz, co-founders of Iran's first and leading ride-hailing platform, Snapp, find out about Apple's and Google's decisions to remove all Iranian apps from their respective application stores. The case takes us through the founding story of Snapp in 2014 to how the company grew to reach two million daily rides in Iran servicing 30 million customers through its two million registered drivers in 100 cities in Iran. The case then goes into detail about how the removal of all Iran-based apps from application stores limited Snapp's operations and its go-to-market channels. Next, the case chronicles how the co-founders focused on finding operational and technological solutions to minimize Snapp's reliance on U.S. technology following the U.S.' withdrawal from the Joint Comprehensive Plan of Action (JCPOA) in May 2018 and instating the secondary sanctions on Iran. The case highlights the challenges of operating under sanctions and the different ways the co-founders try to find to keep Snapp alive in a market that had been out of reach for Western investors. In 2019, Snapp had become the largest Internet company in the Middle East yet it was increasingly difficult to navigate the operational hurdles. The co-founders could not help but think whether it was now time to reach out to major media outlets and launch a public relations campaign to create awareness around the unexpected decision that had put the very existence of many companies at risk, including Snapp's. Alkassar and Fouz needed to weigh it against Snapp's realities. The case then asks: Should they go public with their story, or would it be better to stay under the radar and focus on efficiency and sustainability of operations?

The US used to dominate the global rare earths industry, but over the years lost its edge to China. It now wants to reduce its dependence on China for rare earths-the question is, how?

In 2020, TikTok became the most valuable start-up ever. The short-form, video-sharing social media platform emerged as the crown jewel of the Chinese technology firm ByteDance, realizing 850 million monthly users and an estimated worth of $180 billion. However, a crusade against Chinese technology companies launched by the United States' Trump administration threatened to jeopardize ByteDance founder Zhang Yiming's creation. How could Zhang assuage foreign government's concerns about TikTok's data security practices without also running afoul of the Chinese government's desire to keep China's most successful technologies under wraps? This case follows Zhang's entrepreneurial journey, from creative ambition to being caught up in the U.S.-China tech war.

Arcos Dorados-McDonald's largest independent franchisee, covering Latin America and the Caribbean (LAC)-faced a pandemic that was disrupting the entire consumer foodservice business in 2020. With the exclusive right to own, operate, and sub-franchise McDonald's restaurants in LAC since 2007, the company served over 40 million customers a day at its almost 2,300 restaurants sprawled in 20 markets across LAC, reporting revenues of roughly $3 billion and $291.8 million EBITDA in 2019. Although results for 2020 had looked promising, in late March 2020, governments throughout the region implemented quarantine measures in response to a novel coronavirus disease (COVID-19), affecting the company's normal operations. Forced to withdraw a previously approved 2020-2025 plan for restaurant openings and reinvestments, the company had to focus on a strategy to reduce the impact of the pandemic on the company's finances. Based on its strengths vis-à-vis its competitors, Arcos Dorados' recovery plan hinged on five pillars: i) McDonald's restaurants' reputation for people care and food safety; ii) the company's capabilities to explore new channels for food purchasing and delivery; iii) McDonald's good "value-for-money" perception; iv) a consolidated brand with unique offerings; and v) a sustainable-minded company, with initiatives underway to enhance its brand image. Once the crisis was contained, the company had to draft a new six-year plan, including capital outlays for restaurant openings and reinvestments. Given its current position and strengths against its competitors, should Arcos Dorados grasp this opportunity to pursue an aggressive growth plan? Or, considering the post-pandemic economic downturn expected in the region, should the company come up with a more conservative plan or even contemplate downsizing? How should the plan differ by country?

The case "The Public-Private Partnership Hurdle Race: The Case of Delhi International Airport" is about the various challenges faced by the GMR Group who was the private partner in the Delhi Airport Modernization project. The modernization of the Delhi international airport was done under a public-private partnership (PPP). The GMR Group won this bid for the development and modernization, becoming the first private player to work with the government on an airport development venture under the PPP model. Through the experience of the GMR Group, related by its Chairman, G. M. Rao, the case explores the various setbacks and challenges to project implementation posed by the nascent and evolving PPP policy environment in he country. At the same time, the case also presents the government's viewpoint and efforts to deal with the evolution of the aviation sector in India by strengthening the PPP framework. Further, the case underlines the importance of having a strong, well-defined, unambiguous and forward looking policy environment for the successful implementation of PPP projects in India. The case also presents the complexities of making policy decisions in a democratic political system such as India's

How many police officer positions to fund? In August 2020, the question facing St. Paul Mayor Melvin Carter, which might have seemed routine to another mayor at another time in another place, was anything but. A pandemic had rendered the city some $19-$34 million short for 2021. Advocates across the country (and nearby) had pointed to a likely pool for budget cuts: police departments. The May 2020 killing of George Floyd, a Black man, in neighboring Minneapolis by a police officer there, had sparked calls nationwide to "defund the police" and pushback to those calls. What would St. Paul's mayor do? For Carter, the question was about much more than shifting money. He had swept into office in 2018 promising equity. He had spoken from experience about what it felt like to be pulled over by police because he was Black. He had committed to, and then undertaken with his police chief, use of force reforms in 2018. He had monitored closely an increase in neighborhood shootings and homicides in 2019 and declared that public safety must be "our first and highest ambition upon which all other dreams must be built." Carter wanted nothing short of a new public safety framework that would include-but be much more expansive than-simply responding to emergencies, and that would be rooted in community. "I see a clear vision of the future," said Carter, "but transitioning to get there is an open question."

In 2017, Tarana Burke, founder of the movement against sexual violence known as Me Too was unexpectedly catapulted to international fame. The phrase she had coined to promote a sisterhood of survivors, "Me Too," had become a viral social media hashtag. Within days, Burke went from being a grassroots community organizer to a national icon and the movement she had nurtured for more than a decade in Church basements and school classrooms, erupted into a global rallying cry that brought down the careers of dozens of powerful men accused of sexual misconduct, including Hollywood producer Harvey Weinstein and many others in more than 80 countries. Soon, she was named one of Time magazine's 100 most influential people and was awarded the prestigious Ridenhour Prize for Courage, which she shares with luminaries such as John Lewis. To Burke, a reckoning on sexual violence on such a large scale was long overdue, but neither her newfound celebrity nor the growing notoriety of the Me Too movement had ever been part of the plan. This case provides a rare behind-the-scenes look at the evolution of Burke as a leader from her early days as a community organizer to the years after she had become a household name. Burke's refreshingly honest account of her internal and external dilemmas as she created and sustained a movement to empower survivors of sexual violence, against considerable odds-and despite significant backlash from many quarters-offers important lessons for students of leadership everywhere.

Brazil experienced several years of extraordinary economic growth and social development from 2003 to 2014. However, economic and political stability collapsed in 2016, leaving Brazil with the worst economic crisis of its history and a significant political crisis. The case offers a broad perspective of the economic and political structure of Brazil to understand the political and economic conditions necessary for sustained growth and development in Latin America and a BRIC country with a democratic political regime where there are different political forces and electoral and political cycles.

TSA promulgated a regulatory process to ensure safety and security at the nation's airports. That process also creates opportunities for entrepreneurs. This case describes the TSA process and engages the students to identify and vet opportunities to create private value. The SCAMPER methodology is explained and used to identify market opportunities. They are vetted using the 6 Hats framework. The case can also be used to help regulators understand the unintended consequences that may emerge from regulations.

In 2013 the genetic testing firm 23andMe received a cease-and-desist letter from the U.S. Food and Drug Administration forbidding it from selling its spit-in-a-tube DNA test to consumers. Since its founding, six years earlier, 23andMe had operated in a murky space: Previously, genetic tests were ordered only by doctors, and it was unclear whether the device the company sold to consumers to facilitate testing constituted a "medical device." Over the next two years, while it continued to sell tests giving consumers information about their ancestry and ethnic origins, 23andMe had to work with the FDA to gain regulatory approval for its consumer health product. This required the company to prove not only that the test was valid but also that test results could be understood by untrained consumers. CEO Anne Wojcicki writes that the process helped her recognize an element of Silicon Valley arrogance in how the company had previously dealt with regulators, and helped 23andMe improve its product and become more resilient.

On May 26, 2020, Latam Airlines became the largest airline in the world to be driven to bankruptcy by COVID-19. With a complex debt structure and international investor composition, the company decided to file for bankruptcy protection in the United States, which offered a more flexible reorganization procedure than the local bankruptcy process. After the filing announcement, the company reached an all-time-low stock market valuation. Some experts questioned whether the bankruptcy filing of Latam Airlines in the United States could be detrimental for the development of the Chilean capital market. Even if the company succeeded financially, would it be able to adapt to a different way of flying post-COVID?

In the span of half a century, Singapore's healthcare system had undergone a major transformation along with the country's economic growth. From a developing nation plagued with tropical communicable diseases and malnutrition in the 1960s, Singapore had progressed significantly to become the second-healthiest country in Asia in 2019, according to Bloomberg. Successive reforms had enabled Singapore to transition from providing residents with basic healthcare services in the 1960s to service quality and cost-effectiveness in the 1980s. In the Healthcare 2020 Masterplan, the country prioritised improving accessibility, quality and affordability of public healthcare services to cater to the future needs of an ageing population with longer life expectancies and declining birth rate. To this end, data analytics could play a catalytic role in facilitating the successful implementation of the Masterplan, and by the late 2010s, several data analytics initiatives had been carried out by Singapore's restructured public hospitals. For example, in patient treatment and preventive care, data analytics was used to reduce waiting time for surgery patients, and to forecast diabetic patients at risk of developing serious medical complications respectively. Looking ahead, what would further propel the adoption of healthcare analytics in Singapore?