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The case Career at Crossroads: Passion or Profession? focuses on the journey of a young professional and multifaceted artist, Manasi Prasad. This case reveals her career progression as she strives to excel while balancing her profession and passion. Manasi Prasad faces multiple dilemmas, trials, and tribulations during her journey. This case highlights the inherent conflict of a young professional at every stage of life. The classic dilemma is between a well-trodden path or a road less traveled and various other decision-making situations. Part A of the case ends at the peak of Manasi's career when she is faced with a crisis, that is, losing her voice, being unable to sing, and having an autoimmune disease. Part B deals with her transition. The case deals with how she led the IME team from concept to reality and subsequently managed the operations; each stage of her career had unique challenges.

NET ZERO TO NET HERO - CAN WE GROSS IT? is a two-part case that highlights the pressing need for businesses to move towards sustainable practices. This is particularly relevant in today's Climate Crisis environment, where governments and businesses need to work together at COP summits to lay out policy roadmaps. Paving the way for sustainability in a firm, is a multipronged approach with interlinkages to local as well as global policy directives and understanding this, through the context of what CII does, gives the bigger picture for any small, medium or large firm to strategically plan and communicate their approach to achieving the Sustainable Development Goals (SDGs) as well as to be seen as clearly "walking the talk" when it comes to showcasing themselves as being oriented towards truly caring for the planet.

Supplement to cases IMB951 and IMB953. Transcript from the interview of IIMB Case Writer Ms. Jacqueline Gomes in conversation with Ms. Seema Arora, Deputy Director General, CII.

In early 2022, the economy was in a precarious situation. After a pandemic-induced recession that saw the global economy grind to a halt, the U.S. entered a phase of recovery. Unemployment was nearing record-lows and GDP surpassed its pre-covid levels. However, prices had been rising for months and unexpected factors, including a disruption of global supply chains, the threat of new covid variants, and the invasion of Ukraine by Russia, meant a variety of goods were not making it to consumers without major delays, driving prices to even greater heights. In fact, inflation in February climbed to 7.9%, marking the biggest annual increase in four decades. Calls on the Fed to take decisive action to tame inflation intensified, however any decision would be closely scrutinized, and the Fed was wary to repeat past mistakes.

This is the student handout which accompanies 8B10M108.

This is the (B) product for W27066.

This is the (C) product for W27066.

norbloc was founded in 2016 in Stockholm, Sweden, by Astyanax Kanakakis and his co-founders, Vitalii Demianets and Sam Saatchi. Kanakakis and Demianets got to work to address a key gap in the industry: Know Your Customer (KYC) data sharing. As the first distributed KYC utility in the world, norbloc focused on platforms that connected financial institutions and governments, allowing the auditable sharing of sensitive information with the consent of the owner. norbloc connected with Emirates NBD in 2017 as one of 12 start-up finalists in the first cohort of the Dubai International Financial Centre (DIFC)'s fintech accelerator, known as Fintech Hive (The Hive). After the formal program ended, Kanakakis and Emirates NBD's leadership joined forces to make a step-change in KYC. In February 2020, after over two years of negotiating legal agreements, conducting pilots, and reviewing the regulatory implications of the platform, Emirates NBD signed a production agreement with norbloc. After announcing a collaboration with UAE banking players to develop a UAE KYC Blockchain Consortium and scaling norbloc's internal operations, Kanakakis reflected on how these opportunities all started with the DIFC Fintech Hive accelerator program.

In March 2022, the Swatch Group launched the MoonSwatch, born out of a secret in-house collaboration among its street Swatch and its luxury Omega brand, in tribute to one of Omega's most legendary watches. The launch created a frenzy among watch fans worldwide, with huge lines forming outside of the select Swatch stores selling the product and with social media channels lighting up. The case discusses some of the initial reactions to the hyped Omega X Swatch product launch, which represented a break with the distinctive brand positioning strategy that the group had been known for so far.

Case Supplement for Case W27066

Case Supplement for Case W27066

This case reveals how the situation with Nexus Market and its Ukrainian and Russian subcontractors was resolved. The conclusion to the story of a Silicon Valley start-up executive facing an ultimatum from a team of Ukrainian subcontractors to cut ties with a separate team of Russian subcontractors due to tensions stemming from the ongoing war in Ukraine.

Supplement for product W29999.

Supplement for product W29999.

Analyzes the company's decision on Project Cowboy following the events described in the B Case.

Analyzes the company's decision on Project Cowboy following the events described in the A Case.

In 2021, Alejandro Simón, CEO of Sancor Seguros Group, had to reassess the Group's digital transformation strategy.

Supplements "Peloton Interactive (A)" (HBS No. 323-005), describing company restructuring and changes to management and the board of directors between February 8 and early October 2022.

The Pay As You Go solar power company in East Africa had sales of $71 million in 2019. It wished to grow to $300 million by 2025. M-KOPA, founded by three entrepreneurs in 2011, had grown nicely in Kenya and Uganda to reach nearly 750,000 households with an innovative direct sales force model. Jesse Moore, the founder, wished to scale the company through organic growth as well as geographical expansion into Nigeria. The strategy called for decisions on product/service offerings and go-to-market options. On the product side the company had increasingly migrated to larger in-home connected electronic and electrical devices. It had to decide how much further to go. On the go-to-market side its innovative Direct Service Representative network was hard to create and manage, and it had to think if there were viable alternatives.