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Urban planning in the Global South is insufficiently discussed in research. In addition to the global lack of utilization of research in practice, this lack of discussion resulted in an apparent gap between research, practice, governmental policies and education particularly in the Global South. The paper explores the inconsistency of interest between policymakers, practitioners and researchers by reviewing their themes of interest comparatively. The paper investigates the case study of Egypt, which recently faces a new regime with optimistic urban agendas and examines the research publication that coincided with it.

A scientometric analysis is conducted on all urban planning publications in Egypt between 2016 and 2022 using the software ‘CiteSpace’. The analysis illustrates the dominating research interests using the publications keyword.

The analysis revealed a distinct interest between researchers, who were more invested in themes like ‘planning policies’, ‘informal settings’, ‘urban expansion and growth’ and ‘urban governance and management’, while policymakers were more devoted to themes related ‘satellite cities or new cities’, ‘public transit and transit networks’, ‘informal settings’ and ‘urban expansion and growth’. The themes of interest are displayed in network analysis for a comparative analysis with other aspects like practices, governmental policies and education.

The research utilizes all research publications in the field (in a selected period) to develop a study of the research interest in the field of urban planning in Egypt during the recent years. In addition, it uses novel scientometric software to assist in analysing existing publications to produce new findings and trends.

This case describes the evolution of MHFC, a player in the Indian informal housing sector. As a new entrant offering micro home loans to the financially excluded lower income families of urban India in 2008, MHFC had grown to an annual number of 18,000 loans worth INR 8 billion with an average ticket size of INR 0.43 million (USD 6,000).

With a 53.5% purchasable equity stake in MHFC, Chopra and his team were left with certain decisions to make. Should the company on-board a new social investor? Or should it bring on the more readily available and capital-rich private equity investors interested in the lucrative prospects of the microfinance housing sector?

The case discusses two key objectives: (1) to understand the entire entrepreneurial journey of a group of entrepreneurs and how they plan to exit the venture, and (2) to enable classroom discussion on how to develop a business model from scratch, get it funded, achieve scale and then exit.