Standard Chartered Ventures combines an internal venture-building operation, a corporate venture capital organization, and a digital platform to link challenges with solutions. Its purpose is to accelerate the bank’s transformation in the digital age by promoting experimentation with new business models and technologies outside the bank’s traditional structure and processes.

INSEAD alumnus Lachlan McKnight founded a company in Australia in 2012 to disrupt the legal services industry through digitally-enabled and delivered services supported by a proprietary IT system and search engine optimization. The case traces the journey through 2021, when he decides to build up the subscription business model side of the enterprise.

An INSEAD alumnus is asked to lead a digital transformation effort in a large commercial bank. S/he designs the project, sources an entrepreneurial partner to provide the software platform, and runs a highly successful pilot test that saves millions of euros. Yet rolling out the new system to the rest of the organization proves to be almost impossible. Why, and what should s/he do next?

A Korean agricultural biotechnology company spun out from university research is at a crossroads. Using advanced fermentation technology, it has created a string of unique products for consumers and farmers. It now has an opportunity to license and develop a proprietary technology to solve a major social problem: odour from animal waste.

In February 2010, Dr. Karim El Solh, founder and CEO of Gulf Capital, announced the successful closure of GC Equity Partners Fund II. Approximately AED 2 billion (US$533 million) had been raised, and in an unprecedented coup for a regional private equity firm, the majority of investors had been sourced from international markets.

The case summarizes the history of ALSTOM from its inception to the brink of bankruptcy, charting the failure of initial rescue attempts and the arrival of a new CEO who succeeds in turning around the company.

The case summarizes the history of ALSTOM from its inception to the brink of bankruptcy, charting the failure of initial rescue attempts and the arrival of a new CEO who succeeds in turning around the company.

The case describes the project selection process of an Israeli technological incubator screening potential entrepreneurial ideas. The function of an incubator is similar to that of venture capitalists, but the projects are at an early stage and funding comes from the government.

This cases describes the founding, rapid expansion, and fall of an online entertainment venture through the Internet boom and bust. After a merger and painful restructuring, the entrepreneur was able to survive the downturn and reach cash flow break-even in 2002.