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Many people take identity for granted, confident that they can prove they are who they say they are by using a driver's license or other ID card. For many millions of people, this is not the case. They possess not only no driver's license, but also no birth certificate which could be used to gain a driver's license and prove they are who they claim to be. As a result, they can sometimes appear invisible to the state, unable to receive aid or participate in critical programs. Indeed, as Nandan Nilekani argues, "unless a person can identify himself or herself and have some sort of proof of existence, you can't even talk about him owning property." This case explores the development and implementation of Aadhaar, an ambitious biometric identity system implemented in India. The system requires every Indian citizen to undergo a fingerprint and retinal scan to create a massive central database that can uniquely identify every person in the country. Supporters say such an identity management system has enormous potential to facilitate government services, reduce corruption, and enable hundreds of millions of Indians to enter the formal economy. To its critics, Aadhaar represents either an estate project that consumes enormous resources that will never reach its potential, or worse, the core infrastructure for a surveillance state that can better monitor and track many things its citizens do.

Supplement to case 217054.

The case opens with three questions that Işıl Akdemir Evlioğlu, the executive vice president of marketing at Garanti Payment Systems (GPS), a subsidiary of Garanti Bank, is grappling with in January 2015. First, should GPS, create its own mobile app instead of capitalizing on the Bank's successful banking mobile app? Second, if a separate app was developed, then who should manage it? GPS managed the Bank's credit card business and was as a separate entity. But, the Bank's digital assets were managed exclusively by the Bank. Third, if a separate app was not developed, then how did the breadth and depth of functionality for the credit card customers need to be resolved? GPS employed nontraditional marketing techniques for managing the credit card business of the Bank. It was more of a loyalty program than a pure credit card business and had high focus on customer engagement and experience. GPS generated revenues from its customers (consumers and merchants) by managing installments and other features of credit cards. However, in 2013 and 2014, the banking watchdog of Turkey instituted a series of regulations on credit card providers to curb the prevailing consumer indebtedness in the country. As was the case for all Turkish retail banks and credit card businesses, GPS's profitability was hit severely. Evlioğlu immediately shifted her focus to the idea of transferring GPS's campaign management to a mobile app and driving down costs. But, how best to do that was a critical question.

Supplement to case UV7544. From 1721 to 1723, John Law hovered near to France, hoping to receive a message from the regent to return and repair his system. Throughout his exile, Law maintained an amicable relationship with the regent and always hoped to return to France. Meanwhile, the French political pendulum continued to swing to the right, in favor of the financial system of the ancient regime. In short, the new regime deconstructed Law's system: institutions closed, monopolies redistributed, and government debts renegotiated or repudiated. The government sharply limited the granting of corporate charters and development of the banking industry.

Supplement to case UV7541. In September 2009, President Barack Obama announced a hefty tariff on low-cost automobile and light truck tires imported from China. Earlier that year, the United Steelworkers of America, which represented workers in many US tire production plants, had filed for protection under Section 421 (the "China safeguard") of the US Trade Act of 1974. Supporters of the decision saw the tariff on Chinese tires as an extension of the president's efforts to enhance the enforcement of trade laws, the position Obama had adopted time and again as a candidate in 2007. Could the tire safeguard provide a template for how policymakers could protect American workers? The B case provides an epilogue.

This is a two-part case. Case A introduces Kim Underhill as the new Regional Head at Appliances International, a leading global appliances manufacturer that has sold more than 30 million household and professional products in over 70 markets. Underhill was headhunted in December 2016 to help revive the firm's declining performance in the key Asia-Pacific markets of India, Thailand, Singapore and Malaysia. Of the four markets, India, had proved to be particularly challenging with AI having a marginal presence, stagnant sales, recurring losses, and poor brand image in the country. Upon taking charge, Underhill sensed some wariness on the part of the India team in dealing with a woman leader. She held meetings with the employees to understand the issues better, and thereafter decided to implement a series of measures to help turn the situation around. Over the next few months, she laid off a number of senior managers whom she believed were incompetent and lacked motivation. She implemented new performance incentives for the sales staff. She also met the key customers, and worked towards addressing their concerns and misgivings with AI. However, by the end of the year, there was no significant improvement in AI India's sales performance or relationships with its channel partners. With 14 months gone by, Underhill was worried. Had she overcommitted by promising to turnaround the company in two years? What should she do now? Case B sees Underhill implementing other initiatives to turn the company around, such as joint activities with channel partners, investment in brand activities, running of product and service training, and holding regional meetings to encourage open conversations among colleagues across different offices. She also drew upon AI's matrix structure to have experienced managers located in other countries assist in coaching employees at the India office. Consequently, AI's sales in India began to grow, recording 20% increase in the following year.

In April 2018, after it became known that Google was collaborating with the US Department of Defense on Project Maven, over 3,000 employees signed an internal memo asking CEO Sundar Pichai to (a) cancel the project immediately, and (b) enforce a policy stating that the company would never build warfare technology. Project Maven had been launched in early 2017 as part of the DoD's efforts to integrate AI and machine learning into its defense strategies. Drones, robots and AI were increasingly deployed in intelligence gathering and combat operations in what was considered a 21st century "arms race." While Google described its role as "non-offensive," the memo argued that involvement in Project Maven might hurt its reputation and ability to attract talent at a time when public trust in technology was waning. The case puts students in the shoes of a recent hire faced with the choice of signing the memo. It also invites them to consider how they would respond, as CEO, to such a petition against one of the company's contracts.

The case tells the story behind "My INSEAD Story" - a unique book for children based on the INSEAD MBA experience of their parents. Sian Bentson and Ankur Grover came up with the idea as part of their final assignment for the "SPSD: Creative Thinking" course. It subsequently became the basis of a commercial product and, ultimately, a company, StoryPie (storypie.co) - which creates storybooks from the personal experiences of parents. Ankur Grover shares the behind-the-scenes journey, describing the rollercoaster ride from concept development to product launch. The case explains how innovation projects (even for simple products) are carried out - from gathering user insights to ideation, prototyping, and testing - and the sources of uncertainty that a project leader has to manage during the innovation journey. There are two versions of the case. Part 1 describes the product conceptualization as part of a 10-day course assignment. The complete version covers the journey over the two months that followed the course to develop it into a commercial product.

Supplement to case UV7532. In October 1720, John Hanger, governor of the Bank of England (BoE), and his fellow directors confronted the imminent collapse of the South Sea Company (SSC). The SSC directors urgently appealed to the BoE for funds to prevent collapse. Should the bank rescue the SSC? The answer to this question hinges upon an assessment of the origins of the market bubble, Britain's strategy of creating trading monopolies, the development and role of the new BoE, and Britain's jockeying to be a major power. The B case presents an epilogue.

Supplement to case UV7520. The A case describes the views of the two leading candidates for US President, William Jennings Bryan and William McKinley, along with those of three other figures: J. P. Morgan, Mary Elizabeth Lease, and Eugene Debs. The task for the student is to assess the role of money and financial crises in the evolving political landscape-these five people reflect policy positions across the political spectrum. The main controversy in the case is whether only gold, or both gold and silver, should back the dollar, an issue that has been simmering for about a quarter-century and that is resolved in the election of 1896. The B case serves as an epilogue, describing the results of the election of 1896 and its effects on US financial policy, as well as the later history of the Populist Party and the main figures in the case.

Supplement to case UV7525. In 1878, President Rutherford B. Hayes must decide whether to sign the Bland-Allison Act and commit the United States to minting silver coins and thus return to a bimetal standard of currency. At issue is whether to grow the nation's money supply to sustain its galloping rate of economic development, or to constrain the money supply growth to enable the country to return to the international gold standard at the pre-Civil War parity to the British pound. National sentiment immediately after the war had been on the side of currency deflation, but the Panic of 1873 marked a turn in sentiment toward inflation. These cases focus on how and why that turn occurred, and its consequences. The B case provides an epilogue.

In August 1971, President Richard Nixon had to decide how to respond to a growing "run" on the US dollar. Declining confidence in the dollar had led some national trading partners to redeem dollars for gold at the US Treasury's gold window. In the Bretton Woods system, the US dollar was the world's reserve currency. To supply sufficient money to accommodate growth in the global economy, the United States would inevitably run deficits in its balance of payments-which would ultimately force it to devalue its currency. The Bretton Woods system seemed engineered to fail. Nixon's two dominant policy alternatives were (a) do nothing; and (b) devalue the dollar by abandoning the commitment under the Bretton Woods Agreement to convert dollars into gold at $35/ounce. Students must assess the situation and recommend a course of action. The A case describes the Bretton Woods system, the run on the dollar, and Nixon's policy dilemma. The B case gives the text of Nixon's 1971 address outlining his New Economic Policy. The A and B abridged case shortens the total presentation by eliminating some of the quoted material; the student task in this case is to analyze Nixon's decision and decide on next steps. The C case presents a brief epilogue.

In August 1971, President Richard Nixon had to decide how to respond to a growing "run" on the US dollar. Declining confidence in the dollar had led some national trading partners to redeem dollars for gold at the US Treasury's gold window. In the Bretton Woods system, the US dollar was the world's reserve currency. To supply sufficient money to accommodate growth in the global economy, the United States would inevitably run deficits in its balance of payments-which would ultimately force it to devalue its currency. The Bretton Woods system seemed engineered to fail. Nixon's two dominant policy alternatives were (a) do nothing; and (b) devalue the dollar by abandoning the commitment under the Bretton Woods Agreement to convert dollars into gold at $35/ounce. Students must assess the situation and recommend a course of action. The A case describes the Bretton Woods system, the run on the dollar, and Nixon's policy dilemma. The B case gives the text of Nixon's 1971 address outlining his New Economic Policy. The A and B abridged case shortens the total presentation by eliminating some of the quoted material; the student task in this case is to analyze Nixon's decision and decide on next steps. The C case presents a brief epilogue.

The second part of this two-part case examines the actions that Ashok Leyland (AL) took to achieve its aggressive growth plan and the consequences it faced when there was an abrupt negative demand shock. The case describes the challenge before AL's management when faced with bankruptcy, and invites readers to consider how this once-proud company could be transformed and led towards profitability and growth.

DHAN Foundation, based in the southern Indian state of Tamil Nadu, was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. This series of cases focuses on DHAN's journey in the realm of healthcare, tracing the genesis and evolution of its community health efforts, particularly during the first decade of its existence (1997 to 2007), and describing the challenges the Foundation faced along the way and its responses to those challenges. Case B takes off where Case A leaves Vasi, and describes his decision to set up a secondary care hospital at Theni, Tamil Nadu, following the exit of Philips and Apollo Hospitals from the DISHA project. The case traces the fundraising and project management challenges DHAN faced along the way and its response to those challenges.

DHAN Foundation, based in the southern Indian state of Tamil Nadu, was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. This series of cases focuses on DHAN's journey in the realm of healthcare, tracing the genesis and evolution of its community health efforts, particularly during the first decade of its existence (1997 to 2007), and describing the challenges the Foundation faced along the way and its responses to those challenges. Set in 2007, this case seeks to synthesize the decade-long experience of DHAN in the realm of healthcare. M. P. Vasimalai (Vasi), DHAN's Executive Director, is tasked with making an important presentation to the Prime Minister and a team of government officials. Obviously, the good work of DHAN in this arena had not gone unnoticed. In preparing his presentation, Vasi must journey through DHAN's experience and the dilemma it is grappling with: whether to continue its healthcare interventions on a project-by-project basis or adopt a holistic healthcare model, bringing together its multiple and diffused healthcare-related initiatives under a common canopy for ease of administration and to derive the benefits of synergy.

Set in 1870, the B case describes Chief Justice Samuel P. Chase's opinion in Hepburn v. Griswold, which challenged the constitutionality of a national fiat currency. The B case also discusses reactions to the ruling and subsequent court decisions.

This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.

Supplement to case KS1267. The U.S. choice to go to war with Iraq, beginning in March 2003, was enormously consequential. This two-part case, developed for an HKS course called "Power Shifts: Understanding Global Change Through History," goes back in time to trace the evolution of American policy toward Iraq prior to 9/11, and the shift in thinking that led to war with Iraq during the administration of George W. Bush. The two parts of the case cover different parts of the chronology. While each could be used on its own, they are intended for use together. The (A) case, subtitled "The United States & Iraq, 1980 to 2002," briefly summarizes US policy toward Iraq after World War II, in the context of the Iran-Iraq War, and during the Persian Gulf War. It describes the frustrations inherent in the "aggressive containment" approach in the decade following. The case describes Bush Administration thinking about Iraq before 9/11, and the shift in thinking after that attack, including tensions within the Administration. The case ends in September 2002, with a tense battle between Vice President Dick Cheney and Secretary of State Colin Powell over what President Bush should say about Iraq in his upcoming September 12 address to the United Nations. The (B) case, subtitled "The Road to War, September 2002 to March 2003," begins with the President's address to the UN, and continues with the Administration's efforts to persuade the U.S. Congress and the United Nations that Iraq was manufacturing WMD, the simultaneous pursuit of a diplomacy track while preparing for war, and negotiations with a critical U.S. ally, British Prime Minister Tony Blair. The case ends with President George W. Bush's ultimatum to Saddam Hussein-that he and his sons leave Iraq within 48 hours, or face war with the United States. Case number 2131.0