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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?

Government digitization has proven to benefit both citizens and public agencies. On the one hand, citizens are able to find a consistent interface and reliable information on a single site and are able to access streamlined digital government services. On the other hand, centralized digital platforms enable governments to enhance services, reduce costs, and improve citizens' quality of life. In addition, by centralizing infrastructure that all agencies can leverage rather than having departments independently build from scratch, a platform approach can dramatically reduce software spending and maintenance costs. A unified government platform helps build interdepartmental relationships, fosters a user-centric mindset within the government, and allows public entities to focus their teams on their core services (education, health, etc.) rather than on building individual digital presence. Peru, Mexico and Argentina have led the way in digital transformation in Latin America, and have been able to build and launch unified government websites in short timelines by leveraging a user-centric approach. It is important to note that all these teams first focused on the problem, not a technical solution. Building a unified government website was one of the mechanisms to address the problem and goals. In Mexico, led by Yolanda Martinez and Alejandra Lagunes Soto Ruíz, the goal was to build a new relationship between society and government, focusing on the experience of the citizen as a user of public services. In Argentina, led by Julian Rodriguez Orihuela, the goal was to inform and provide services to citizens. In Peru, led by Daniella Raffo, Heidi Uchiyama, and Zoila Palza, the goal was to bring the government closer to its citizens through innovation. It is important in all product development to first focus on the problem and the people, and then see where technology fits to solve the problem.

Growing was critical to ensure the survival of PRAMER, a cable TV producer and distributor of regional content in Latin America (except Brazil). Growth paths were numerous, and so were restrictions on resources. Thus, deciding where and how to grow was essential for the future of the company. A possible alternative was to continue expanding in Latin America, focusing the marketing team on its development. Another option was to venture into the Hispanic market in the United States, a community with a rapid high growth rate that was beginning to gain influence in the American market. Both options would involve leveraging its flagship channel Elgourmet.com (EG.C), not only because it was the company's most successful channel, but also to profit from the current global gastronomic boom.

El Celler de Can Roca (CCR), a small family business, is one of the best restaurants in the world. Its evolution can be characterized by its bet on innovation, respect for tradition and family culture. The case commences before the third BBVA tour and after the restaurant was voted, for the second time in June 2015, the world's best restaurant by "The World's 50 Best Restaurants". The case analyses the importance of the three Roca brother's leadership as well as the loyalty and commitment of everyone who plays a role in the organization. When the Roca brothers planned the BBVA Tours, one of their terms was that they would do them with the El Celler team. The case's main dilemma is whether the restaurant should continue with the BBVA world tours in 2017, which require a large amount of time to be invested in them, or whether the brothers should focus on developing the Roca brothers' foundation as well as projects that are entered on improving the restaurant.

The case opens in November 2019 as Ozgur Tort and Mustafa Bartin, CEO and chief large-format and online retail officer of Migros Ticaret A.S. (Migros), Turkey's oldest and one of its largest supermarket chains, are contemplating what the best fulfillment format and delivery model for the company's growing online arm, Sanal Market, and its under-30-minutes gorcery service arm, Hemen, are. Migros's online operations had grown over 50% year-on-year in the previous three years, and the target for 2020 was to grow 100%. With all of these considerations in mind, Bartin and Tort needed to decide which levers to pull for the last mile and fulfillment to best serve the future of Migros. The case chronicles the founding and growth of Migros as well as Sanal Market and lays the ground for food and grocery retail in Turkey complete with the competitive outlook. The case then provides a detailed overview of how Migros built online channels, Sanal Market and its recently introduced Hemen, and how Tort and Bartin have thought about fulfillment and delivery as well as omnichannel mentality. The case goes into detail about the three different fulfillment models, store pick micro-fulfillment center, and dark store, that Migros is piloting in 2019 as well as providing an understanding of what the company is thinking about logistics and last mile delivery as its online sales grow. While globally, online shopping and consumer preferences were changing fast, particularly in terms of how and with what frequency customers shopped online and how fast they wanted their groceries delivered, Migros was trying to find the optimum model for fulfillment and last mile delivery.

Shivam Finance is a private lending firm operating in the Bhilwara district in Rajasthan. It offers loans for buying two-wheelers to customers of nearby districts. The firm applied for a non-banking financial company (NBFC) licence in 2019 as the lending regulations changed, and it became difficult for the firm to operate in the two-wheeler financing space as a private lending firm. With this licence, it plans to scale up its operations two times and adopt a fintech-based model for making its processes more efficient. The case revolves around the future strategy that Shivam Finance would adopt to expand its business and transition into a fintech-based model, given the regulatory and customer adoption challenges. Key questions addressed include the following: What will be the risks and challenges in implementing a fintech-based model? How will it help in onboarding more dealers and customers? What aspects of fintech would be required for creditworthiness appraisal, disbursement and collection processes? Given the current customer behaviour, how could Alok Bhandari, co-founder of Shivam Finance, ensure that the transition into fintech enhances customer acquisition outcomes amongst present and new customers? How will the firm resolve the potential skill gaps related to changes in the business model? What would be the impact of COVID-19 on the transition? How much would fintech benefit a small NBFC like Shivam Finance? The crux is how a private lending firm transitions into a fintech-based NBFC, given the challenges within the firm and changing legalities in the auto financing space in India.

The Klockner case follows CEO Gisbert Ruhl and his team as they prepare for the operational consequences of digital transformation at the century-old German steel distributor. In the midst of the COVID-19 crisis, the Klockner team must rethink their sales, operations, people practices, and organizational structure to prepare for a future of increased automation and online platform sales for steel and other metals.

Just Arrived is an online platform that matches newly-arrived immigrants in Sweden with employment opportunities. As one of several for-profit and non-profit start-ups in Europe that is looking to address the refugee crisis, the case enables a comparative analysis of a few of the core choices that a social enterprise has to make when developing a solution to a problem of this scale and scope. Used as an introductory case for a course on social enterprise and systems change, it touches on the background and experience of the founders, and their product development process. It shifts to explore which business model (for-profit or non-profit) and organizational structure might be most effective in addressing the problem, and how to evaluate the effectiveness of their efforts. And finally, it looks at how these organizations are working to change the system in the long-term, with a combination of direct service to refugees and employers, as well as the indirect influence of the media and through national or European policy changes.

This case describes the career of Eiichi Shibusawa (1840-1931), a serial entrepreneur who is widely known as the "father of Japanese capitalism" and as a pioneer of socially responsible investment. Born in feudal Edo Japan, following the Meiji Restoration in 1868 Shibusawa transitioned to working for the government in the new Ministry of Finance. He played a central role in the creation of Dai'Ichi Bank, a national bank and Japan's first joint stock company, in 1873. He subsequently became a prolific venture capitalist, being involved in founding nearly 500 companies and 600 public organizations over the course of his lifetime. The companies he founded, such as Oji Paper, Tokio Marine Insurance Company, and the Osaka Spinning Company were central to the modernization of the Japanese economy. He was also active in forming business associations, including the Tokyo Bankers Association, and supported many social enterprises in education. In 1901 he was associated with the founding of the Japanese Women's University, the first private university for women. Shibusawa was a student of Confucianism and developed the concept of gappon shugi, which has been variously translated as ethical or stakeholder capitalism. While traditional Confucianism in Japan had regarded commerce as lacking virtue, Shibusawa argued that creating wealth was a virtuous activity. He believed that ethical principles had to be central to the pursuit of wealth, and that business must serve all stakeholders, so that the country as a whole could flourish.

In early 2019, Alan Jay, an executive in the Quality, Safety and Risk Management (QSRM) department of Gloria Hospital, a full-service hospital that specialised in children and women healthcare, had been requested to gather insights and seek improvements to the pre-consultation waits at the hospital's Children's Emergency (CE) department. After an initial study, minor schedule adjustments were put into place, with many shifts starting one hour in advance to reduce snowballing of patients awaiting consultation. However, post-implementation data suggested that the patient load to capacity ratios remained uneven across each day of the week. Subsequently, a team of operations professors and students were assembled to join Jay in a second phase of the Children's Emergency Consultation Queue (CECQ) project, started April 2019, to better understand the actual waiting time of patients at the CE.

On June 11, 2018, Jake Veluz, portfolio manager at BDO Asset Management had to decide whether or not to invest in the initial public offering (IPO) of D.M. Wenceslao and Associates (DMW), a Philippine-based integrated property developer. The IPO price of DMW was reduced from ₱22.90 to ₱12 because of deteriorating stock market conditions. There is substantial concentration risk because most of the company's land is in a single location and it is subject to long-term competitive pressures. However, DMW also has good prospects for future growth and capital appreciation in real estate rentals and development. Veluz had to prepare an internal memo to explain the merits, risks, and fair valuation of a possible investment in the DMW IPO in the context of weak stock market conditions.

By the end of 2019, Trōv, Inc. (Trōv) had ceased to sell its flagship direct-to-consumer single-item coverage insurance product. Going forward, Trōv would no longer compete as an insurance company, but would instead focus on expanding its technology in order to equip established insurance companies, financial institutions, and technology companies with the modern, all-digital insurance apps required to remain competitive and/or gain market share. In doing so, Trōv offloaded the enormous financial burden associated with customer acquisition. Heading into 2020, Trōv's business was divided into two main units-Trōv Enterprise and Trōv Mobility. As a result of this strategic shift from a business-to-consumer (B2C) strategy to a business-to-business (B2B) strategy, Trōv's leaders were faced with a new set of questions. Should they implement a fee structure that would allow Trōv to achieve profitability as a B2B technology provider? Were Trōv's new products designed to respond to its clients' desired customer segmentation? How should Trōv allocate resources between its Enterprise and Mobility businesses?

An effective and highly motivated executive at 3DP Incorporated, a company that specialized in manufacturing objects with three-dimensional printing, often told his friends that he thought he could be the next Steve Jobs. He wanted to take advantage of the "next great opportunity" to change the world by producing and marketing his own creations. However, his inability to deal effectively with his subordinates, peers, and superiors, as shown by instances of abrasive behaviour throughout the cases, contributed to his eventual downfall.

In late 2017, Satrix, one of the largest passive asset management firms in South Africa and a pioneer in the industry since 2000, had to decide its strategy going forward in a market where passive asset management had become increasingly commoditized and competitive. Over the previous three years, as a result of increased competition and changing investor expectations, Satrix had faced increased pressure to reduce its management fees. The total expense ratio (TER) of the Satrix 40, Satrix's flagship ETF, was 38 basis points (bps), more than double that of many of its new competitors. To maintain the company's position in the industry, Satrix's leadership was considering cutting the TER on its flagship ETF by almost 75% from 38 bps to 10 bps. The fee change would dramatically lower Satrix's margins, but the company's leadership was concerned that Satrix couldn't afford to not make the change; nearly 10% of assets the company managed came from the Satrix 40. What should they do?

David Beisel, Rob Go, and Lee Hower are non-partners at different-and-established venture capital (VC) firms. They decide to leave their positions to start a new seed-stage VC firm. The case covers the genesis of the firm, the formulation of its strategy and operations, and the founders' fundraising efforts. A key decision the case protagonists must make is whether to partner with two very successful entrepreneurs, who propose a merger with NextView. The two entrepreneurs are willing to invest up to $100 million personally and put NextView in business, but the expectation is that the firm will no longer be independent. NextView's fundraising process has taken much longer than expected, and so, the NextView team considers a critical decision: merge and lose control or stay independent and risk failure.

Can a social purpose and stakeholder capitalism confer a powerful competitive advantage in the age of COVID-19? For PayPal, the answer is yes. After spinning off from eBay in a 2015 IPO, the company declared its purpose as "democratizing financial services" by ensuring that low-income consumers and small businesses can efficiently and inexpensively manage their money. The company fully lives into this purpose, sending employees out into communities to experience firsthand the indignities and high fees imposed on the unbanked, dramatically lowering the cost of international remittances, enabling small businesses to access working capital without credit checks, and facilitating cross-border purchases for small merchants. The company takes the welfare of each stakeholder group seriously: achieving racial and gender pay equity, raising hourly worker pay and benefits to ensure a living wage, and building a diverse and inclusive culture; working closely with regulators and law enforcement to unearth signs of sex trafficking and terrorism; aggressively removing hate-group transactions; providing $4 billion in credit to hundreds of thousands of small businesses that would never have qualified for bank loans, especially those owned by women and people of color. Together these actions have built a high degree of trust that creates a competitive moat in the otherwise commodity business of online payments. During the pandemic, the company was able to get stimulus funds to individuals and small businesses far faster and less expensively than banks or the SBA, and committed $500 million to investments in black-owned businesses. In the 5 years since its IPO, despite intense competition from major banks and credit card companies, Google, Apple, and countless VC-backed fintech players, the company has more than doubled its users, increased profits and boosted the stock price 500%.

The founder of Gogoro had always wanted to revolutionize the energy market from day one since he started the electric scooter business that featured an innovative battery swapping technology. Over the course of five years, he had developed a premium line of electric scooters, gained market share to about 90 percent, and turned his startup into a "unicorn" with a valuation reaching $1 billion. With its battery swapping infrastructure built out across the island of Taiwan, Gogoro sensed the opportunity to become something bigger - most probably a smart energy platform that could complement the main grid. But as a sudden change in government subsidies and the outbreak of the coronavirus pandemic took a toll on the scooter sales, how should Gogoro position itself going forward?

In July 2020, the management team of Harvard Business School Online (HBS Online) had to decide how to allocate its marketing budget for fiscal year 2021 between various digital channels and its portfolio of courses. Since its launch in 2014, HBS Online had grown to almost $60 million in revenue and there were concerns about its potential overlap with other HBS programs such as executive education and Harvard Business Publishing. Growth of HBS Online also raised questions about potential brand dilution of HBS.