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The globalisation of markets, emerging concepts of sustainable development, and circular economy have defined the boundaries within which organisations must compete and address the needs of key stakeholders. As circumstances change, boundaries are often replaced by the relationships between companies and the communities they serve. Consequently, strategy has become a central aspect of sustainable leadership and the foundation for implementing strategic management in a dynamic system of relationships. Every company is born and grows within social and economic ecosystems. Drawing on the metaphor of biology, ecosystems are described as dynamic interconnections among various elements that influence and foster entrepreneurship. Interconnections between players (such as marketplaces, organisations, governments, and universities) create a flow of expertise, abilities, knowledge, experience, and tangible resources. Economic and social ecosystems involve various actors and components that continuously coexist and interact, leading to the creation of numerous mutual relationships. Consequently, it is crucial for managers to gain a comprehensive understanding of the internal and external environments. Various decision-making tools and strategies can be used to achieve this goal. These tools were developed to assist managers, researchers, and consultants in making informed decisions under complex scenarios. This chapter presents several decision-making strategies and tools, including the Boston Consulting Group (BCG) matrix, General Electric (GE) matrix, Balanced Scorecard (BSC), PEST, PESTEL analysis, and SWOT analysis.

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.

In this closing chapter, we review the contributions of this collection, reflecting on how each advances our understanding of ‘mass supervision’. We return to McNeill’s conceptualisation of ‘mass supervision’ as a starting point to showing how contributors illuminate ‘mass supervision’ as a contextually and locally specific phenomenon with implications for families, communities and the larger penal system. Contributors critically examine the legal and policy developments and implications of ‘mass supervision’.

There is an urgent need to develop climate-smart agrosystems capable of mitigating climate change and adapting to its effects. Conventional agricultural practices prevail in Mauritius, whereby synthetic chemical fertilizers, pesticides and insecticides are used. It should be noted that Mauritius remains a net-food importing developing country of staple food such as cereals and products, roots and tubers, pulses, oil crops, vegetables, fruits and meat (FAO, 2011). In Mauritius, the agricultural sector faces extreme weather conditions like drought or heavy rainfall. Moreover, to increase the crop yields, farmers tend to use 2.5 times the prescribed amount of fertilizers in their fields. These excess fertilizers are washed away during heavy rainfall and contaminate lakes and river waters. By using smart irrigation and fertilization system, a better management of soil water reserves for improved agricultural production can be implemented. Soil Nitrogen, Phosphorus and Potassium (NPK) content, humidity, pH, conductivity and moisture data can be monitored through the cloud platform. The data will be processed at the level of the cloud and an appropriate mix of NPK and irrigation will be used to optimise the growth of the crops. Machine learning algorithms will be used for the control of the land drainage, fertilization and irrigation systems and real time data will be available through a mobile application for the whole system. This will contribute towards the Sustainable Development Goals (SDGs): 2 (Zero Hunger), 11 (Sustainable cities and communities), 12 (Responsible consumption and production) and 15 (Life on Land). With this project, the yield of crops will be boosted, thus reducing the hunger rate (SDG 2). On top of that, this will encourage farmers to collect the waters and reduce fertilizer consumption thereafter sustaining the quality of the soil on which they are cultivating the crops, thereby increasing their yields (SDG 15).