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8 cases found.
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
- By
Reference 6315
Published 15 Dec 2017
Topic Operations
Region Middle-East
Industry Facilities Services, Hospital & Health Care, Logistics and Supply Chain
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
- By
Reference 6315
Published 15 Dec 2017
Topic Operations
Region Middle-East
Industry Facilities Services, Hospital & Health Care, Logistics and Supply Chain
Agility is often mentioned but seldom defined or clearly illustrated. This case discusses UNICEF’s response to the sudden disruption of its aid supply chain to Yemen after the bombing started in 2015. It illustrates how a forwarding hub was quickly established in Djibouti and dhow vessels were used to reach small Yemeni ports from there.
The case discusses the public-private partnership to build the New Royal Adelaide Hospital (NRAH) (replacing the outdated Royal Adelaide Hospital) at a cost of A$1.7 billion in 2009.
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Reference 6063
Published 29 Jun 2015
Topic Economics & Finance
Region Other Regions
Industry Hospital & Health Care
The case discusses the public-private partnership to build the New Royal Adelaide Hospital (NRAH) (replacing the outdated Royal Adelaide Hospital) at a cost of A$1.7 billion in 2009.
This case study presents an example of business model innovation in the context of primary care delivery. It documents the story of Laastari, a new IT-driven retail health clinic chain based in Finland, including the process that links conceptual strategy to implementation and practice, as well as the evolving stakeholder ecosystem of the company.
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Reference 5941
Published 25 Feb 2013
Topic Operations
Region Global
Industry Hospital & Health Care
This case study presents an example of business model innovation in the context of primary care delivery. It documents the story of Laastari, a new IT-driven retail health clinic chain based in Finland, including the process that links conceptual strategy to implementation and practice, as well as the evolving stakeholder ecosystem of the company.
Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.
- By
Reference 5897
Published 27 May 2013
Topic Responsibility
Region Asia
Industry Hospital & Health Care
Sweta Mangal, CEO of Ziqitza Health Care Limited, must decide how to respond to a government official who has demanded a bribe to release payment for the ambulance services ZHL provides. Bribery is commonplace in India, but there is also a growing anti-corruption movement.
In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010.
- By
Reference 5522
Published 18 Sep 2008
Topic Responsibility
Region Asia
Industry Hospital & Health Care
In 2003, Unilever and Oxfam embarked on a groundbreaking “learning project” designed to better understand the impacts of business on poverty. Developing countries were seen as an essential component of Unilever’s corporate strategy, with developing and emerging markets forecast to account for 90% of the world’s population by 2010.
In 2005, Unilever and Oxfam reported on their collaboration to understand the impacts of business on poverty, based on a study of Unilever Indonesia (UI). Case B identifies the key learning from the project both in this respect and in what the two organizations learnt from each other.
- By
Reference 5522
Published 18 Apr 2008
Topic Responsibility
Region Asia
Industry Hospital & Health Care
In 2005, Unilever and Oxfam reported on their collaboration to understand the impacts of business on poverty, based on a study of Unilever Indonesia (UI). Case B identifies the key learning from the project both in this respect and in what the two organizations learnt from each other.
The case describes the changing structural features of the healthcare industry in Singapore from the eyes of a principal private provider of healthcare. Readers are invited to examine the impact of changes in regulation, user needs and provider issues to chart a course of action for the protagonist.
- By
Reference 5448
Published 17 Aug 2007
Topic Strategy
Region Asia
Industry Hospital & Health Care
The case describes the changing structural features of the healthcare industry in Singapore from the eyes of a principal private provider of healthcare. Readers are invited to examine the impact of changes in regulation, user needs and provider issues to chart a course of action for the protagonist.