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The Haryana Urban Development Authority (HUDA) had invited proposals for developing an Information Technology (IT) Park near the township of Panchkula in northern India. Sreeni Iyer, a partner at AMII Advisors, was considering a bid for this project in partnership with LIRA Developers, a public company. The fact that the Haryana state government had initiated this project suggested that regulatory approvals would not be a hurdle. However, the exit price and exit options needed to be carefully assessed by Iyer and his team.

This two-part case examines the major challenges faced by Simplyk, a start-up with a social mission related to volunteering and the non-profit ecosystem. Part A provides an overview of the context in which this social innovation was created, describing the business model and methodology developed by the organization to facilitate volunteering. Part B describes the transformation of Simplyk's business model into an innovative fundraising platform and some of the difficulties encountered.

Pierre Honnorat, chief manager of the United Nations Response Depot (UNHRD), was faced with a daunting challenge. He and his team had to develop a strategy that would improve the efficacy and reduce the cost of offering logistics services. UNHRD's storage infrastructure enabled its partners to store relief supplies and equipment in strategic locations to ensure a rapid response during crises. In the humanitarian sector, this storage strategy - stockpiling in anticipation of sudden need - is known as pre-positioning. Since UNHRD offered some logistics services such as free storage, it relied on funding to cover some of its operational costs. But over the past decade, humanitarian needs had skyrocketed, while available resources had not. Honnorat and his team had decided to address this problem by analyzing two options for optimizing UNHRD's supply chain: 1) cut costs by changing the service offer while retaining the existing network, and 2) add a regional storage level to the existing network in Kampala to serve East Africa.

This case study examines the entrepreneurial journey of ROOTCLOUD, a visionary company focused on creating universal IIoT platforms to drive the transformation of China's manufacturing industry. By enabling its clients with digital solutions, ROOTCLOUD also enhanced the capabilities of its own platform, which further increased its value proposition. The company's comprehensive range of IIoT solutions spanned heavy equipment aftermarket, manufacturing equipment management, industry-wide intelligent equipment management, and intelligent manufacturing. However, throughout its history, ROOTCLOUD grappled with the challenge of aligning its vision with market demand, which eventually led to a strategic crossroads: Should the company focus on becoming profitable quickly by establishing itself as the leader of a sub-sector? Or should it seek greater scalability by developing a universal platform that could lay down a "digital foundation" for manufacturers from all sectors?

Until 2015, the city of Indore, India was considered "dirty," with various sites serving as open dumping grounds for solid waste and open dustbins overflowing with mixed wet and dry waste. However, the strategic orientation of urban local body Indore Municipal Corporation led to a remarkable transformation in the city. In 2017, a series of change initiatives resulted in Indore being named the cleanest city in India-a jump from its 2016 low ranking of 25th, when the cleanliness drive was conducted for the first time. To reach this high point, Indore Municipal Corporation transformed its system and processes. The organization shifted to a revenue-generating sustainable waste management model that helped change the mindset and behaviour of Indore's citizens. Cleanliness was becoming a new way of life. However, Indore Municipal Corporation still faced key challenges including momentum, innovation, and sustaining the city's waste management model.

In 2021, Shein's app was ranked as the most downloaded shopping app in the e-commerce space, surpassing that of the technology giant Amazon.com Inc. A driver of Shein's high adoption was how it leveraged technology throughout its business model: from analyzing consumer data to designing garments and manufacturing products to shipping clothing in a timely manner, Shein disrupted the fast-fashion space through its use of information technology. With exponential growth came complex challenges. Shein faced questions related to sustainability and social responsibility. What were some future opportunities and challenges for Shein? How could the company balance its technology-enabled strategy and sustainability? What initiatives should Shein implement to integrate sustainability into its supply chain and promote circularity among customers?

Hairstrong Inc. (Hairstrong) sold hair scrunchies, and the business's founder had experienced significant success since selling her first products in September 2019. Sales had reached CA$90,000, and media coverage came from outlets such as Good Morning America, Chatelaine, and Global News. However, the founder wanted to expand on the early success to double current total annual revenue and consider making Hairstrong her full-time occupation. This meant significantly expanding Hairstrong's exposure geographically and building an efficient and targeted marketing plan. This would not be an easy task given the myriad opportunities the founder had to consider.

In early 2023, the executive chef and owner of Craft Farmacy was considering the feasibility of expanding to a second location in Waterloo, Ontario. Craft Farmacy was a farm-to-table restaurant in London, Ontario that featured an upscale, rustic bistro style dining experience. During 2022, the owner had visited similar farm-to-table restaurants in the Kitchener-Waterloo region to verify his sales, investment, and cost assumptions; this data allowed him to project financial statements and cash budgets for the new restaurant. With the projections complete, the owner thought he could analyze the risk of the expansion, and then decide whether or not a second location in Waterloo would be a wise investment.

AutoNation Inc. (AutoNation), the largest auto dealership group in the United States, found itself in an envious position at the end of 2022. Sales and profits were at an all-time high, and AutoNation had a strong cash position and growth aspirations. However, the auto industry was undergoing changes, driven primarily by the electric vehicle (EV) revolution that was in full swing in early 2023. Committed to an EV future, original equipment manufacturers (OEMs) were set to introduce more than forty new models in 2023 alone and were exploring direct-to-consumer channels that would take the dealership out of the sales process. Importantly, EVs would cost half as much as internal combustion engine (ICE) vehicles to maintain, taking a large chunk of margin away from auto dealerships' parts and service (P&S) business. How could AutoNation evolve and change its business model to ensure the company would not only survive but also thrive within these new industry dynamics?

In 2014, Samuel Holmström and Jens Lundqvist took over Lundqvist Trävaru, the conservative construction company owned by the Lundqvist family for the last 80 years. Through a revolutionary digital transformation process, they redefined the company as a technology-enabled logistics and building kit company. In the last eight years, they expanded operations and manufacturing space in Sweden and other parts of the world, and they added 52 new employees in approximately 10 years. Holmström and Lundqvist had many questions on their minds: Should they pursue all the growth options that were available to the company? Should they identify and focus on a few key opportunities? And what kind of resources would they need to mobilize to achieve their technical and growth objectives?

This article explores the definition and evolution of AI, its applications in education, and the role of AI, particularly in K-12 education. It discusses the founding of Riiid, an AI-driven educational technology company, and its journey in the education sector, with a focus on the TOEIC market in South Korea.

In the spring of 2023, and following the favorable results of a trial involving its phage cocktail for treating lung infections among cystic fibrosis (CF) patients, the leadership of BiomX had several critical issues to wrestle with. First, given its precarious financial position, with funds to continue operating for about 18 months, the company was considering how it could raise more money. Possibilities included finding a buyer, convincing an entity to take them private with a cash infusion, securing a private investment in public equity (PIPE) deal, and trying to interest institutional investors to buy shares. Second, given the positive results just reported and the pending outcome of ongoing trials, management began assessing the commercial potential for its treatment for lung infections in CF patients. The executives had to define the likely total addressable market (TAM) as well as what could be a reasonable price to charge; other go to market challenges, such as educating the medical community and convincing payers to cover the treatment, would also need to be overcome. Lastly, if the ongoing trials in CF patients also produced positive results and additional funding was secured, the company had to decide on future R&D efforts. Options ranged from developing and testing phage cocktails to treat low-risk/low-reward conditions (such as prosthetic joint infections or PJI), medium-risk/medium-reward conditions (such as infections associated with atopic dermatitis), or high-risk/high-reward conditions (such as inflammatory bowel disease or IBD).

The case study discusses the development of the CSC Academy-a unique effort by the Indian government to expand education outreach across the country. The effort was especially geared towards educating and empowering rural citizens, and to this end, the Academy utilised a mix of innovative technology and human actors at the village level to expand its reach to remote parts of the country. The study follows the organization's journey since its inception, and offers a high-level overview of several on-ground challenges faced, as well as the specific strategies it deployed in response. The study includes voices from across levels in the organization, ranging from decision-making managers to on-ground service providers and participants, thus providing a comprehensive, 360º view of the demand- and supply-side issues that exist in the educational landscape in India, which can be extended to comparable emerging economy settings.

Hyderabad-based real estate developer Organo, led by Nagesh Battula and Vijay Durga, aimed to disrupt the market with their third project, Organo Damaragidda, focusing on eco-friendly living in Telangana. Following the success of their previous projects, Naandi and Antharam, Organo faced challenges in reaching their target audience for Damaragidda. This case study talks about how they navigate the difficult path of marketing a niche product to new market segment.

This case concerns the efforts of a multigenerational family business to leverage and benefit from the board on key related issues: succession of the CEO, chair, and other leadership roles; engagement of the fourth generation as future owners and potential business and governance leaders; and preservation of the family's unity, primarily through fair and transparent practices and processes. In early 2023, multibillion-dollar Wilbur-Ellis was more than 100 years old, with product lines including agribusiness, nutrition, and chemicals. Third-generation family member and CEO John Thacher had overseen organic and acquisition-based revenue growth, along with professionalization of the board, before transitioning to executive chair in 2018 and handing off operating leadership to nonfamily CEO John Buckley. Together, these leaders, along with the full board and family council (led by third-generation family member Matthew Rowland), had helped the business and family navigate multiple transitions, most recently the merger of Wilbur-Ellis's Asian chemical subsidiary into a global specialty distribution business. Readers will take the leaders' perspective as they consider how best to maintain continuity and engagement amid imminent business, governance, and family transitions.

Fibroheal Woundcare Pvt. Ltd. (Fibroheal) was the first company in India in the medical device sector to utilize the biomedical properties of silk. Launched in 2017, it focused on providing effective wound care to patients in a cost-effective manner. Fibroheal's unique value proposition lay in its sustainable approach, ensuring balance across social, economic, and environmental dimensions. Results showed that Fibrocare's products could reduce wound-healing time by almost half. By the end of 2021, Fibroheal had about 15 products in its kit covering acute, chronic, and post-operative wounds. It had also engaged more than 1,000 farmers, as well as over 150 hospitals in more than 20 states across the country, and was affecting over 50,000 patients. However, there were challenges around building trust among stakeholders in the medical device market, where big multinational firms were already operating. Considering the challenges, how could Fibroheal expand in the medical device market under its founder's strategic leadership? How could the company build on the existing positive customer responses? What should be the firm's expansion strategy?

It has been a bumpy few years since 2020 for JUMBO Group CEO and Executive Director Ang Kiam Meng. JUMBO Group, like many other firms in the food and beverage (F&B) industry, faced significant challenges during the COVID-19 pandemic from 2020 to 2022. Prior to the pandemic, it had established itself as an iconic seafood restaurant chain in Singapore, attracting a large customer base of regular patrons including tourists from around the world, particularly from China. However, due to strict border controls and other regulations implemented during the pandemic, the Group experienced substantial losses. The case captures the challenges faced by JUMBO during the pandemic, while offering readers an opportunity to reflect on its reasoning to reposition its brand in the local Singapore market while also exploring expansion opportunities in overseas markets. Additionally, the case provides a detailed account of JUMBO's digital transformation journey prior to and during the pandemic. The case concludes by examining the strategic priorities and potential roadmaps for JUMBO's future growth. It sets the stage for a discussion on the broader impact of digital transformation within the F&B industry, both in Singapore and beyond.

Container shipping was responsible for moving more than 80% of globally traded goods, and almost 3% of global greenhouse gas emissions. A.P. Moeller-Maersk, one of the top three container lines, conducted an extensive lifecycle assessment (LCA) of alternative fuels, before deciding to bet on methanol. This case reviews the LCA methodology and the fuel choices, as well as the long term implications of their selection.

Set in 2023, this case describes the digitalisation and sustainability journey of Blue Bird, an Indonesia-based taxi business established in 1965. By 2014, when the company was publicly listed, it had become the country's largest taxi provider. In 2023, it had expanded its business to include car rental, car auction, as well as shuttle and chartered bus services. In 2022, Blue Bird announced its "multiproduct, multichannel, multi-payment" or 3M strategy to achieve its Mobility as a Service (MaaS) vision of a more efficient, sustainable, and digitally advanced company. Blue Bird had pressed on with its digitalisation efforts, despite its setbacks during the COVID-19 pandemic. In the same year, it won the Top UN Sustainable Development Goals (SDGs) Award. This achievement followed the company's announcement of its sustainability vision to halve its waste and emissions by 2030, and establish "3-Blues" - BlueSky, BlueLife, and BlueCorps - for driving its environment, social, and corporate governance goals. In 2023, Indonesia, along with the rest of the world, was still nursing the trauma of the pandemic. How should Blue Bird better drive its 'twin' and intertwined transformations of sustainable growth and digitalisation? What could be the trade-offs, particularly if the emphasis tips towards digital transformation? At the same time, what can we learn from Blue Bird's experience in terms of corporate governance as a family business in Indonesia which practices a two-tier board structure?