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In June of 2022, Jada Abimbola, chief executive officer and owner of Workplace Safety Trainers (WST), needed to develop a strategy for the business after experiencing stagnating profits during the coronavirus pandemic. WST was one of Ontario's foremost private occupational health and safety companies, providing training for businesses that needed to comply with the standards of the Ontario Ministry of Labour, Immigration, Training, and Skills Development. Abimbola was considering several alternatives to revive the business while remaining committed to its new employee-centred focus: maintain the status quo, offer first aid training, or develop and sell a new line of physical goods. Abimbola was also considering cashing in on her investment by selling the business and moving on. This case will also serve as a talking point for the importance of occupational health and safety in various industries.

The turnaround coordinator at Chem-ARC Industries (Chem-ARC) had to solve a dispute involving multiple stakeholders within the Turnaround Scheduling and Planning Department. Chem-ARC had been only two days into a company-wide shutdown when a delay on the plant floor sent the outage schedule into disarray. Members of the department started to blame one another for the issues Chem-ARC was facing. With a group of disgruntled employees, a costly problem that urgently needed fixing, and a senior management team pressing for answers, the coordinator had to find a way to improve teamwork within her department while conveying to upper management that she was capable of her position as leader.

This case focuses on the use of modern data analytics to alleviate crowding at the branches of United Overseas Bank, a full-service bank headquartered in Singapore. The case is set in 2020 against the backdrop of the COVID-19 global pandemic when vaccines were not yet available and social distancing was a key tool in the fight against the spread of the disease. How should the bank develop and deploy predictive analytics to accurately anticipate future branch crowds? How should the bank trade off key design considerations?

Origo Commodities Indian Pvt. Ltd. (Origo) had grown to achieve revenue of US$40 million in just a decade, making it one of the leading players in India's agricultural commodity sector. The co-founders had explored various avenues to accelerate growth but had repeatedly encountered employees' discomfort with implementing technology. By 2020, with emerging competition, growing investor interest, and the movement of government processes to online platforms, they needed to take tough decisions now to grow further. Would restructuring the organization and hiring technology-proficient replacements be their only option? Since the employees had been with Origo since its inception, replacing them would be an agonizing decision. The founders had to decide what to do and how to do it before their investors' meeting in four weeks.

The case is set in January of 2023; the protagonist is Dara Khosrowshahi, CEO of Uber Technologies, Inc. Uber operates a diversified ride-hailing and transportation platform in over 70 countries, some 10,000 cities, and has 120 million active monthly users. The Uber online network lets users connect with drivers through a smartphone app to request rides and food or grocery deliveries. In 2022, although Uber had revenues of $32 billion, it lost more than $9 billion, bringing the total company net losses since 2016 to almost $30 billion. CEO Khosrowshahi recognizes several issues he needs to address: 1) how to achieve consistent profitability, 2) how to attain scale and scope economies within its widely-diversified technology platform, and 3) the risk of Uber experiencing a diversification discount.

By the time Purdue Pharma filed for bankruptcy in 2019, OxyContin had accumulated $35 billion in sales. In a few short years before the bankruptcy filing, the Sackler family siphoned off $13 billion in profits, making them one of the world's wealthiest billionaires. The case discusses the ethically questionable tactics that the Sackler family employed to turbocharge the supply-induced demand for OxyContin, including creating a national pain movement, obtaining FDA approval, downplaying the risks of addiction, ignoring symptoms of addiction, ambitious sales representatives, targeting high prescribers, pampering physicians, addressing regulatory changes, and hiring McKinsey. Purdue Pharma coopted regulators, medical accreditation boards, hospitals, and doctors to do their bidding. As a result, over one million Americans have died from drug overdoses since 2000.

On the morning of May 7, 2021, Colonial Pipeline Company became aware that the company had been the victim of a malicious ransomware attack that had stolen and locked up company data. The extortionists demanded 75 bitcoins (worth about $4.4 million at the time) in exchange for the decryption tool needed to unlock the data. To contain the system infection, the control room promptly shut down all company pipelines that transported nearly half of all refined oil products consumed in the East Coast of the United States. Within hours, external experts and governmental authorities were assembled to help but information was still limited on how to manage the cyberattack. As the passing of every minute threatened the oil supply to 13 states and the nation's capital, CEO of Colonial Pipeline, Joseph Blount had to make one crucial decision: whether to pay the ransom or not. The case discusses Colonial Pipeline's cybersecurity practices, ransomware trends, detail of the ransomware attack at Colonial, impact of the attack, Colonial's response to the attack, and post-attack repercussion. Overall, the case prompts readers to contemplate how organizations should prevent and respond to the ever-increasing threat of cyber breaches.

The owner of Primes and Zooms, a retail still photography rental organization based in Pune, India, was facing a hard choice in the spring of 2022. After ten years in the business, he saw that the market was changing in some unexpected ways. These changes, coupled with the challenges that the COVID-19 pandemic had brought, meant that Primes and Zooms needed to determine a new growth strategy. There had been fast-paced growth in the video photography space, compared to the still photography space. The options were as follows: should Primes and Zooms enter new geographies with its existing still photography business, or should it expand its current locations to include video rental services?

Lululemon Athletica Inc. was a Canadian multinational athletic apparel company for women and men. Founded Vancouver in 1998, the company ended fiscal year 2020 with a strong performance, bringing in over US$4.4 billion in annual sales. However, with only 14 per cent of its sales coming from international markets outside North America, the company's priorities for 2021 and beyond included global expansion. As of February 2021, the new executive vice-president international was a month into his role and faced the challenge of quadrupling 2018 international sales of US$360 million to US$1.44 billion by the end of 2023. How many new stores should Lululemon Athletica Inc. plan to open in each of the company's three major international markets of China, Asia-Pacific, and Europe? Which geographic regions or countries should it focus on to grow the Vancouver-based company internationally?

Discount retailer Dollar Bill's has been struggling to maintain its margins over the past two years because of inflationary pressures, delays on imported goods, and decreased foot traffic. Now the board has asked CEO William Fisher Jr. to develop a strategy for raising prices. William worries that raising prices will hurt the company's reputation and alienate customers, but he recognizes that something has to change. Should Dollar Bill's maintain the dollar price point by reducing product quantity, such as repackaging five-packs of chewing gum into four-packs for the same price? Or should it abandon the dollar price point and begin offering an array of more-expensive goods? This fictional case study features expert commentary by Greg Besner, the CEO of Sunflow, and Barrie Carmel, the vice president of pricing at Michaels Stores.

Discount retailer Dollar Bill's has been struggling to maintain its margins over the past two years because of inflationary pressures, delays on imported goods, and decreased foot traffic. Now the board has asked CEO William Fisher Jr. to develop a strategy for raising prices. William worries that raising prices will hurt the company's reputation and alienate customers, but he recognizes that something has to change. Should Dollar Bill's maintain the dollar price point by reducing product quantity, such as repackaging five-packs of chewing gum into four-packs for the same price? Or should it abandon the dollar price point and begin offering an array of more-expensive goods? This fictional case study features expert commentary by Greg Besner, the CEO of Sunflow, and Barrie Carmel, the vice president of pricing at Michaels Stores.

Discount retailer Dollar Bill's has been struggling to maintain its margins over the past two years because of inflationary pressures, delays on imported goods, and decreased foot traffic. Now the board has asked CEO William Fisher Jr. to develop a strategy for raising prices. William worries that raising prices will hurt the company's reputation and alienate customers, but he recognizes that something has to change. Should Dollar Bill's maintain the dollar price point by reducing product quantity, such as repackaging five-packs of chewing gum into four-packs for the same price? Or should it abandon the dollar price point and begin offering an array of more-expensive goods? This fictional case study features expert commentary by Greg Besner, the CEO of Sunflow, and Barrie Carmel, the vice president of pricing at Michaels Stores.

Banglanatak dot com (BNC) is a unique example of an initiative that grew from a folk-theater-based social effort in rural Bengal to a pan-India effort, evolving different needs-based programs with the mission of fostering pro-poor growth and protecting and upholding the rights of women, children, and indigenous communities. In the last two decades of its evolution, BNC has built a unique model of community-led development riding on the cultural heritage of the places where it intervened. Over the years, BNC came to occupy a unique position, having developed a series of innovative programs during its journey and evolved to become an institution spread across multiple programs and with different capabilities. From a management perspective, BNC might be stretched across divergent objectives, but in the social sector, it appears to be an enlightening story of successfully building an institution for impact. By 2020, Amitava Bhattacharya, the founder of BNC, was grappling with the challenge of scaling up BNC and building capacity within the organization. This case gives us the opportunity to explore multiple areas in the context of social enterprises and the sector: 1. Growth drivers (social development goals) 2. Social enterprise business models 3. Scaling-up challenges 4. Organizational evolution

The case explores the journey of developing and implementing an electronic medical record (EMR) solution across the vast LVPEI network. The leadership team at LVPEI decided to take the unconventional approach of developing the EMR solution in-house and chose Anthony Vipin Das, an ophthalmologist with a flair for information technology (IT), to head this development project. The case is set in 2017 and illustrates the challenges that Das, Consultant Ophthalmologist at LVPEI, faced and overcame in developing and implementing the eyeSmart EMR software. Although LVPEI had expertise in developing and implementing eye care solutions both inside and outside India, it needed a fresh strategy for developing and scaling up eyeSmart EMR. With the efforts of Das and his team, eyeSmart EMR was successfully implemented within the LVPEI network. The case ends with Das considering different options for the evolution of eyeSmart EMR.

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.

The COVID-19 pandemic required most organizations to enable a work-from-home/work-from-anywhere approach. The enforced necessity became a habit for many employees, who preferred the new flexibility. However, with organizations wanting to bring employees back to the office, there was resistance due to an unexpected reason. The work-from-home environment had allowed moonlighting for a few employees, who undertook gigs and even permanent assignments with other employers. This phenomenon is widespread among IT/ITeS and other consulting/knowledge industries. The motivations for these assignments were additional income and increased learning and exposure. While dual employment was not legally allowed in India, employment contracts enforcing this rule and penalizing employees led to increased talent loss. Employees were happy to leave the organization for less formal or rigid work environments, resulting in higher attrition. Organizations' dilemma was to reject moonlighting through strict contracts, employee monitoring, and informal checks or formalize it through making moonighting "ethical". Still, measures rejecting moonlighting could dilute the culture of trust and increase attrition, not just of the moonlighting employees. However, organizations could embrace this phenomenon and formalize moonlighting through appropriate policies and guidelines, which led to increased risk to employee commitment, ensuring productivity, information and security risk, and the organizations' capability in predictable client servicing.

Mylab Discovery Solutions is a biotechnology firm based in Pune, Maharashtra, a state in the western part of India. The company is focused on developing and commercializing diagnostic solutions and automation in molecular, serology, and immunology areas. Its applications are in clinical diagnostics, drug discovery, biomedical research, agri genomics, and animal and food safety. Till early 2020, like any other young venture in a nascent market, Mylab was struggling to raise funds and spread awareness of high-priced but more accurate "molecular diagnostics" in a price-sensitive market. Its fortunes changed in March 2020, when the COVID-19 pandemic struck. The firm was dubbed the "poster child of the COVID-19 pandemic" after it rose to the limelight for developing COVID-19 RTPCR and rapid antigen test kits. The next two years saw it raising funds, automating and scaling production, doubling down on research and development, launching multiple new products, and pursuing inorganic growth through acquisitions and alliances. However, by January 2022, the pandemic seemed to have run its course. The founders, Hasmukh Rawal and Shailendra Kawade, were considering strategies to maintain Mylab's growth momentum. Through a series of interviews with key players at Mylab, we have developed a case study to delve into how a startup in the nascent biotechnology industry in India succeeded in turning out innovation after innovation and scaling up production of test kits from a few hundred to hundreds of thousands in the span of a few months. The learning objectives of this case are to understand the unique challenges faced by ventures in nascent markets, compare the ecosystem of ventures in nascent industries with those in mature industries, and discuss how stakeholder relationships evolve as a venture advances in its journey.

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.

This case focuses on the challenges faced by the Shri Ram Janma Bhoomi Teerth Kshetra (SRJBTK) in managing the fund collection drive project for the construction of the Shri Ram Janma Bhoomi Temple in Ayodhya, Uttar Pradesh, India. The campaign was designed to raise awareness of the temple's construction, enlist public support, generate a large base of contributors, and accept contributions, regardless of size. While raising funds was part of the campaign, the focus remained on the masses' emotional and social support. The targets were defined based on the number of connections established and the number of people reached out to, rather than on the collected funds, the COVID 19 pandemic notwithstanding. The campaign wanted to reach out to as many people's hearts and not just their wallets. Various strategic dilemmas needed to be resolved. Accountability, integrity, and trust are the key focus areas of this campaign since misuse of funds can create a huge trust gap between the people and the campaign management team of SRJBTK. What role does communication play in building and sustaining trust? Could a loosely defined network of organizations run an extensive campaign with no formal organizational structures in place?