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This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

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CSS 6: Human resource management.

This case focuses on organizational development, leadership and HR management questions.

This case is mainly aimed at students specialized in leadership, organizational development and HR, or in MBA and executive education. However, undergraduate students can benefit from it as well and learn about key terms related to organizational development and HR.

Loxon Solutions is a Hungarian technology startup founded in 2000 that develops various software solutions for the banking industry to improve processes such as retail and corporate landing, collateral management and monitoring, among others. The company grew significantly since being founded, and from a small IT company it became a significant player in the banking software industry all around the world. However, with rapid extension comes a drastic internal transformation as well: Loxon now employs 252 people, has 5 physical offices in 2 different countries and is trying to balance an effective organizational structure and a friendly startup environment. It is clear that the company needs to adapt its previously informal structure to fit the now middle-sized organization while maintaining the current benefits of their culture. Also, they require stability and maturity which the current team consisting of mostly junior employees and the significant fluctuation cannot provide. Tamas Erni, the CEO and Kristof Farkas, the founder of Loxon are now working on these pressing issues with the company’s HR department to rethink the company’s organizational structure and policies as well as their hiring and employer branding strategies.

Students should get familiar with typical organizational structure models, the meaning of Employee Value Proposition and main KPIs related to hiring and employee retention.

Teaching notes are available for educators only.

CSS 6: HR Management.

This case aims to study the growth, evolution, and social innovation of iThrive Games, a socially minded initiative that aims to create meaningful opportunities using technology for teens to enhance the knowledge, mindsets, and skills they need to thrive through development and across the continuum of mental disorder to wellness. iThrive's focus has been on creating “meaningful games”—that is, games that promote health and well-being of teen players. Founded in 2014 by Dorothy Batten, President of DN Batten Foundation, the organization's mission was to collaborate with game developers, partner with teens across the game development cycle (ideation to testing), and provide resources to foster teen thriving through gameplay. To do so, the organization took a unique social entrepreneurial approach. Drawing on a positive psychology framework and building the brand among key stakeholders including game developers, researchers, funders, youth, educators, and parents, the organization orchestrated a community dedicated to advancing the meaningful games field, and in doing so, have widespread impact.

Kotter’s framework of change management adapted to the situation of public policy implementation under the leadership of a civil service officer in the rural areas of a developing economy in South Asia.

This case has been written using the primary data collected from the protagonist through personal and computer-based interviews. Some of the documents associated with the event shared by the protagonist are also reproduced as case exhibits. Secondary data from government official websites were also used to enrich the case.

Mahbubnagar, an arid agricultural district in central India faced the threat of a water crisis owing to the unscientific water extraction by the resident farmers. The government appointed a task force to investigate the problem. The team executed the idea to harvest excess water from the fields through a cheap and efficient method. Though it showed spectacular results in the initial months, the farmers gave up the innovation soon. When the team met two years later, they were shocked by the unenthusiastic response of the farmers. This case pertains to the failure of policy innovations and change management in government.

This case is useful for undergraduate-level courses in public management, public policy and governance with modules in change management, innovation management, rural development and programme implementation. Training modules for novice public service professionals and programme management personnel in government organisations. Elective courses on public policy, government relations and public sector management for undergraduate students of business administration.

A midsize community hospital must choose a strategy to compete with an expanding regional rival. The strategy, focused on acquiring patient volume, includes expanding investment into integrated care, setting the reimbursement structure for revenue collection, and moving to a capitation-based payment system. The case presents an evaluation of revenue models to select that which best supports a given business strategy.

This case is designed to introduce a health care audience to financial analysis. It provides a straightforward introduction to hospital financial-statement ratio analysis and hospital operating statistics, so it can also serve to introduce any audience with a business or medical background to hospital finance.

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained from the company’s corporate website www.cargillsceylon.com/,annual reports and publicly available sources of information such as newspaper articles.

This case study focuses on the strategic responses employed by Cargills (Ceylon) PLC – a leading business conglomerate in Sri Lanka – in response to the challenges posed by the COVID-19 pandemic. The duration of this case study is from January 2020 to September 2021. The case study particularly examines the key business sectors of Cargills (Ceylon) PLC – retail, food manufacturing and quick service restaurants – which elaborate on the change management practices and strategies deployed by the company in each of these sectors during this challenging period. This study is based on the primary data gathered from the interviews held with the Cargills (Ceylon) PLC team, and the secondary data obtained from the corporate website of Cargills (Ceylon) PLC. This case study is most suitable to be taught in academic courses related to strategic change management.

The case is most suited to be discussed with undergraduates (3rd year and 4th year) following business and management studies related disciplines. While the pivotal area around which the case has been developed is strategic change management, covering environmental analysis, strategic analysis and process of change management, the case could also be used in strategic management classes, to discuss environmental analysis, strategic planning approaches and business and corporate level strategies.

CSS 11: Strategy.

Organisational behaviour; Leadership; Organisational development; Public–Private partnership; Health care management; Public health.

Masters students in Business Administration, Post Graduate Diploma, Clinical Training of Medical Professionals, Health Leadership Programme.

Prof Jannie Hugo, the protagonist in the case, was considering his dilemma of aligning the multiple partners involved in public health care. A high level of collaboration was required of a multitude of stakeholders in developing the Daspoort clinic into a pilot site for the Tshwane district’s implementation of the National Health Insurance system. In addition, the re-engineering of primary health care with the focus on the patient and community orientated approach were launched on this site.

Gaining insight into international and national landscapes and principles of health care systems. Critically analyse the role of technology in delivering innovative health and social services. Present judgment of Prof Jannie Hugo’s contextual leadership effectiveness in enhancing collaboration between the multiple stakeholders and recommend next steps.

2 × DVDs on Vimeo, Slides and teaching plan with discussion or exam questions with model answers.

CSS 7: Management Science.

Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?

With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.

Gender inclusiveness in entrepreneurship.

Undergraduate and graduate-level.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

This case describes the evolution of an entrepreneur's venture-capital fund-raising from seed-stage financing through later-round efforts. The case focuses on where the “action” is in venture finance: the exploitation of social capital by an entrepreneur and investors. Much of the teaching materials on venture finance focus on the economics of financing; while these materials provide useful information about the mechanics of valuation and how to structure venture-capital agreements, they miss the social side of venture-capital investing. The case illustrates the theoretical concept that social capital (i.e., a person's relationship to other people in society) influences venture finance. The case can be used in a class on entrepreneurship or venture finance.

The main topics covered by this case are marketing strategies in a saturated market, human resource management, small enterprise challenges and constraints and corporate strategy.

The intended audiences for this case are upper-level undergraduate and graduate students. Students getting their degrees in business, international labor relations, marketing or public policy/administration are the main targets for this case. Students also interested in in agriculture, international development and race relations will benefit from studying this case.

The international wine market is highly competitive. Innovative strategies are needed for new wineries to stand out in this saturated market. Both the product quality and its life story are important to consumers. Seven Sisters is exploring two new markets – Nigeria and Sweden – to expand their international presence. Also explored are marketing strategies for deeper penetration of the domestic market in South Africa. The case study illustrates the challenges and opportunities facing a small, women-owned enterprise from an emerging economy that is exploring international markets.

The specific teaching objective of this case is to teach students the importance of marketing and corporate strategy in a highly saturated market, such as South Africa. Analyzing this case, students will be exposed to value chains, formulating corporate strategy and devising marketing strategy.

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