Leading digital transformation poses a huge challenge. This case unpacks the “how” of leading an organization through digital transformation - with a twist: along the journey the protagonists realize that a data-driven approach can not only serve to boost the business but to do good for their customers.

The Blue Hill case follows the journey of Dan Barber, one of the world’s leading chefs. Having understood the limitations of the “substitution” model of sustainability, he redesigns his restaurant as an innovation lab for the food industry, seeking to win stakeholders’ hearts and minds and embed it in the local ecosystem.

The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.

The case discusses different steps which Mastercard has followed in its digital transformation journey. They involve opportunity framing, creating innovation pathways, finding digital transformation opportunities, and innovation with partners within adaptive ecosystems.

This case illustrates the key role played by a local distributor in the luxury goods industry in the Middle East. By partnering with the Chalhoub Group, western firms have built a competitive advantage across the six countries of the Gulf Cooperation Council (GCC).

This case shows 1) the strategic importance of talent management 2) the best practice of LVMH in this regard. It illustrates how LVMH extracts synergies across maisons (“houses”).

The head of Tupperware Nordic faces high turnover and low motivation of the sales consultants. He seeks to understand how to use social media in innovative ways to address these challenges and to modernize the image of Tupperware. Instead of making significant investments in IT infrastructure, he uses existing social media tools and focuses on building emotional capital inside Tupperware.