The case describes General Electric’s transformation from an industrial manufacturer to an industrial analytics giant. It opens in 2009 when CEO Jeff Immelt decides that GE, a hardware maker, needs to be more capable in software. The narrative traces his early efforts to consolidate and coordinate software capabilities in a central unit (GE Software Center) headed by Bill Ruh in Silicon Valley.

This case is excellent for teaching both MBAs and executives how to create a blue ocean strategy that is hard to imitate and sustainable. It focuses on Wikipedia versus Britannica.com in the online encyclopedia industry.

The case describes the battle between Google, the world’s leading search engine, and Baidu, a local entrepreneurial firm in China. In 2009, Baidu’s internet traffic share in the country was over three times that of Google and Yahoo!China. Would Google utilise its global resources to impose its dominance in China? Could Baidu defend its leading position?

This case considers the transition at the head of British Airways from Lord Marshall, key architect of BA's spectacular restructuring and revitalisation in the 1980s, to his chosen successor Robert Ayling. In an increasingly deregulated market, Ayling's challenge is to sustain BA's position of leadership in the airline industry.