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The OneMotoring portal is a one-stop gateway to vehicle-related services and an integral resource for the motoring community in Singapore. From real-time traffic updates to renewing road tax, paying transport-related fees, and supporting the entire lifecycle of vehicle ownership, the portal offers more than a hundred digital services delivered by the Land Transport Authority (LTA), the government agency overseeing land transport in the country. In the early 2000s, LTA was among the forerunners in the digitalisation of public services and had battled its fair share of challenges commonly encountered by agencies embarking on a digital transformation journey. Users' lack of computer literacy, the loss of human touch in service delivery, the difficulty in authenticating user digital identity, and workforce transition were among the common pertinent issues. Through stakeholder engagement, work redesign, employee retraining, leveraging government-wide shared services, and active partnership with multiple entities, LTA had succeeded in surmounting those obstacles. While the portal continued to serve and meet most of the motorists' needs, LTA did not rest on its laurels. Moving forward to 2022, LTA saw the opportunity to push the envelope further to serve motorists better. In the pipeline was a new round of system upgrades, which included the evaluation of newer technologies to speed up the delivery of services and policy changes. With so many digital possibilities presented by technological advancements, how best could LTA reimagine the delivery of vehicle services from the future of mobility perspective?

The case follows the debt restructuring of WorldStrides International, a travel program provider in the education market, after the onset of COVID-19. The pandemic severely impacted the travel industry, creating challenges for many companies like WorldStrides, which were highly-levered and whose debt was held by a wide range of institutional investors, including collateralized loan obligations (CLOs). By May 2020, WorldStrides needed to restructure its debt, and there are two proposals that are being circulated, one from the company's private equity sponsor and the other from a hedge fund holding some senior secured debt. This case takes the perspective of York Capital Management, a CLO manager that also holds WorldStrides's senior secured debt. Both existing proposals had aspects that would have put stress on the structure of York's CLOs at the time. This case takes a deep dive into the economics of CLOs and their internal compliance processes. With this information York's CLO team needs to suggest to their lending group whether to accept either proposal, look for other options, or sell the loans at a loss and redeploy the capital. This case can be used as a background for teaching corporate debt securitization, corporate debt restructuring, and the role of creditors that face different institutional constraints.

Indiagro is a national-level farmer produce company (FPC) primarily operating in the government-to-business (G2B) segment. The National Agricultural Cooperative Marketing Federation of India Ltd. (NAFED) and the Department of Consumer Affairs have appointed Indiagro to procure 10,000 tonnes of onions from the Bhavnagar and Amreli districts in Gujarat under the Price Stabilisation Fund (PSF). This case discusses the challenges Indiagro's chairperson, Padma Shri Genabhai Patel, faces at different levels of onion procurement. Since onion is a perishable commodity, this process has its own set of dynamics and complexities. The case tries to examine how Indiagro managed its supply chain operations and developed its systems and processes around these complexities. It focuses on the substantial role Indiagro plays in filling the institutional voids in the agricultural commodity markets in India. It helps understand the value created by Indiagro for its member farmers compared to when they operate individually or through the Agricultural Produce Market Committee (APMC).

Shanghai Forest Cabin Biotechnology Co., Ltd. (Forest Cabin) was a skin care product manufacturer and retailer that had focused on developing offline stores. At the beginning of 2020, however, the onset of the COVID-19 pandemic stagnated offline sales activities. Half of Forest Cabin's offline stores closed at that time, and the existing stores had few customers, slowing the offline sales business. Forest Cabin rapidly initiated live streaming sales based on the digital foundation the company had built in its earlier stages. In this way, the company successfully responded to pandemic-related challenges and gained user traffic to realize revenue growth. However, with COVID-19 slowing down, people were resuming offline activities. Forest Cabin's offline stores had provided a competitive advantage to the company. But the company had been able to leverage online live streaming, bringing explosive growth and enabling the company to survive a crisis. Should Forest Cabin focus on online development or offline development going forward?

Ajith Rai hailed from a humble background. As a first-generation entrepreneur, over the last three decades he had built a successful automotive business under the umbrella of Suprajit Engineering Limited (SEL). Rai and his wife, Supriya, along with their three sons were a close-knit family. The two older sons were deeply involved in the family business, and the third son was close to finishing his engineering studies. Supriya, a dentist, was engaged in the philanthropic activities of Supriya Foundation, the corporate social responsibility (CSR) arm of the business. Rai had seen many business families disintegrate for lack of governance, and hence early on in his business career, he decided to formulate a family constitution. His sole objective was to safeguard family kinship and business longevity. The case reveals not only the process adopted by Rai to formulate the instrument of family governance-the family constitution-but also his ability to focus on building the capacity of all family members. The case closes with Rai reflecting on the satisfying journey thus far and hoping that the family constitution will be comprehensive enough to take care of the conflicting scenarios that could arise in the future.

The case is set in the fall of 2022. The protagonist is Barry McCarthy, who replaced John Foley, Peloton's founder, as CEO earlier that year. Peloton Interactive, Inc. (Peloton) is a fitness and media company specializing in internet-connected exercise equipment such as stationary bicycles and treadmills. Over the 2018-2021 period, Peloton grew its revenues at a compound annual growth rate (CAGR) of 110%. Yet, by 2022, Peloton was in crisis. Total revenues remained flat at $3.6 billion, and Peloton lost almost $3 billion that year. Its market cap had fallen 94% from a peak of nearly $50 billion (2021) to less than $3 billion (2022). Barry McCarthy's strategic intent is to pivot Peloton to a subscription-based content business. Previously, when serving as chief financial officer at Netflix and Spotify, Barry McCarthy successfully implemented a content-based subscription model. Can he achieve similar success at Peloton?

After sourdough bread, countertop chive gardens, and vaccine selfies came a pandemic-era trend that everyone seemed to be in on: one daily chance to guess a five-letter word and crow about your success on social media via little green and yellow squares. From a personal game between a developer and his girlfriend to a global phenomenon in just a few months, Wordle seems poised to outlast its pandemic peers when The New York Times makes an unexpected bid to acquire it. Dissect the journey of one programmer and his viral product as he debates a 7-figure exit before earning his first dollar of revenue.

This case presents the evolution of Nintendo's gaming technology and discusses the history of the video gaming sector over eight generations of releases. It illustrates how industry dynamics shift over time and how different phases of the competitive life cycle place different demands upon those firms that are all vying for the top position. The case provides history and context for students to discuss an age-old question: How do firms sustain a competitive advantage over time? Based on public sources and written from the perspective of Aya Kyogoku, the manager of Entertainment Planning and Development (EPD) Production Group No. 5, the case offers a launching point into a discussion of how different product strategies can become dominant at different times, an insight that has implications for future strategies. The case also includes sales, stock prices, consumer spending, and product release data that allow for calculations and discussions of the performance of the broader market. The case opens with Kyogoku pondering the future of the entire gaming industry-one facing explosive growth-and Nintendo's place within it. She reflects on the company's need to continue to experiment and innovate and wonders where Nintendo should focus its creative spirit going forward. The case is targeted to MBA students and executives who are building a foundation for analyzing and developing competitive strategies. It is used in the required core Strategy course at the Darden School of Business, where it is employed to highlight industry evolution and the changing nature of competitive dynamics within an evolving context. It would also be suitable for any course on disruptive strategy or digital transformation.

Founded in 2017, Simply Good Jars (SGJ) was launched with the introduction of a unique salad-in-a-jar line of products. The founder, owner, and chief executive officer of SGJ was looking to build a ready-to-eat salad business with a mission of "making better-quality delicious food more attainable." The SGJ brand promoted healthy, quality ingredients and sustainability. Initially, the product was tested in various locations, including vending machines in airports and businesses, and coolers in grocery stores. After achieving early success, SGJ's founder quickly found pressure to balance growth opportunities with limited financial resources. In 2022, five years after starting the business, he had to decide whether to scale up and mass market SGJ's products or continue to serve a niche segment through the company's salad-in-a-jar business.

In March 2020, Canadian-based venture Braze Mobility was experiencing growth challenges. The company had commercialized an anti-collision system to enable safe wheelchair navigation, which had been well received by the US market following a fruitful collaboration with the US Department of Veterans Affairs. The chief executive officer of Braze Mobility was now facing some big decisions. Should the company continue to expand its current export model, diversify into the Canadian market, or tap into growing online demand directly from consumers? Compounding the complexity of the problem was the departure of a key member of the team and the onset of the COVID-19 pandemic. Braze Mobility was well positioned for growth, but its next steps would be crucial to its success or failure. Related case: Academic Entrepreneurship: Navigating Commercialization Challenges, product number W28370.

Proactive for her began amid the Covid-19 pandemic, in August 2020 as a digital platform to provide accessible, evidence-based, primary, preventive non-judgmental healthcare services for Indian women, who were often dissuaded from seeking help as premarital sex and menstrual health was considered taboo. From her research and experience, Jacob identified that it was difficult for women to find unbiased and empathetic medical professionals who respected patient autonomy. By May 2022, Proactive was a platform that provided one-on-one teleconsultations, support programs, and webinars to customized treatment. It had reached over 5,000 women and opened its first flagship clinic in Bengaluru. It raised $1.2 million in its seed round in October 2020 and $5.5 million in Series A in January 2022. Proactive experimented with new solutions and products, with patient centricity at its core but as it prepared for Series B, had to figure out what business model would allow it to build a sustainable and profitable business that addressed the core issues?

In August 2022, EnergyNow co-founder and CEO Stuart MacWilliam (MBA 2015) considers the company strategy for building solar panels to provide power in South Africa's recently deregulated energy market.

This case opens in June 2022, after Esas Group, one of Turkey's largest family-owned investment firms, implements a series of changes to professionalize the business and help transition family members from operators to responsible investors. In December 2019, the Group reorganized its structure. Measures were also taken to strengthen governance; for example, independent board members were brought in, and investment committees were formed. In January 2020, the founder, Şevket Sabancı, handed the chairmanship over to his son, Ali Sabancı. Şevket's daughter, Emine Sabancı Kamışlı, was still vice-chair of the Group, but she had stepped away from overseeing the company's day-to-day activities. By early 2022, Esas Group had a strong-performing product portfolio and it had started thinking about raising third-party capital. In June 2022, third-generation family member Fethi Kamışlı, who was heading Esas Ventures, received approval from the Esas Group's board of directors to move the venture capital business. Meanwhile, his cousin Kazım Köseoğlu, was pondering the future of the real estate business. He became managing partner and chairman of Esas Properties in late 2019 when the company hired a CEO to run the Turkish division of the real estate business. Can Köseoğlu and Kerem Kamışlı, two other members of the third generation, had become Esas Group board members, and both were living in London, each making their own private investments. As the younger generation was coming into wealth and managing their own choices, would the shareholders stay united and use Esas Group with the same level of commitment? What would the future of the holding company look like?

Stichting Het Potentieel Pakken (HPP) was launched to solve a systemic problem in the Dutch Labor Market: gender inequity that was leading to a large number of women to work part-time in fields that were in desperately short supply of labor, like health care, child care and education. In the midst of the COVID-19 pandemic, Dutch Medical Care Minister Tamara van Ark announced that it would provide a large grant to HPP, a non-profit that aimed to help organizations-like hospitals-tap into the full potential of the Dutch labor market by helping them better manage their part-time workforce. HPP's President and Founder Wieteken Graven wondered how HPP could grow from an annual budget of €450,000 to more than four times that within months. Could her team scale this quickly and what would happen when the government funding ended?

In March 2022, investors at venture capital firm QED consider strategy for establishing business in Africa.

In April 2021, the chair and managing director of India's JSW Steel Limited (JSW Steel) was facing questions about how to encourage sustainability in an expanding company. JSW Steel was the flagship company of the JSW Group, which started with a small steel plant in 1982 and grew into a conglomerate with interests in steel, cement, infrastructure, energy, paints, and sports. Steelmaking had numerous impacts on the environment. To offset the impact on the environment, JSW Steel had decided to use its by-product, slag, to manufacture cement. The managing director was acutely aware of sustainability concerns and was focused on making his sustainability vision a reality. JSW Steel was at the cusp of a large capacity expansion that would come from existing projects as well as inorganic growth through acquisitions, and both modes of expansion posed challenges for sustainability at JSW Steel.

On September 24, 2021, the Singapore Multi-Ministry Task Force (MTF) that spearheaded the national COVID-19 pandemic response decided to act more decisively to ensure that its endemic strategy would not be derailed by the infections which had been escalating since late August. In the weeks that followed, the MTF tightened measures on social interaction, encouraged work-from-home as the default mode of working and simplified its testing and isolation protocols. The third vaccination (booster shot) programme was also quickly rolled out. The public had become discontented due to the rising infections and deaths of the elderly, as well as the ever-changing restrictions, protocols, and proclaimed phases that had been introduced since April 2021. There also existed an issue of perceived discrimination that arose from the segmented access according to vaccination status. As a public health analyst, David Chong had been assessing Singapore's COVID-19 endemic strategy - to ascertain the areas that Singapore had done well, as well as those they could do better. How should Chong advise other countries to plan an endemic strategy?