Luke Petersen, a Swiss banker, faces up to his bank's structural, cyclical and market problems in health investment.
This case scrutinises the infrastructure of technology transfer, the implementation of recent projects across different organisations and strategic considerations for the role of technology transfer in the future of European health investment.

In 1981, David Levi opened a GP (primary care) practice in one of the poorest suburbs of Lyon. Within three years, Levi and his colleague Jean Mersault had created a health network - GT69 - whose long-term impact was felt both on professional practice and national health policy.

This case explores the first year of transformation at the World Health Organization (WHO), under Gro Harlem Brundtland, focussing on the key stakeholders and the role of complexity in institutional change. It examines transition and reform in a complex, politically difficult and management resource constrained environment.