This case describes the events leading up to the collapse of Greensill Capital in early 2021, examining the history and roles of the various stakeholders involved with a clear focus on risk management.

Ualá’s bold “tech-and-touch” strategy brought 2.7 million new customers – 1 out of 20 people in Argentina – into banking in less than four years (2017-21).

The 2015 Paris Agreement, signed by all 195 UN signatory nations, put a global focus on the impending climate emergency, with a mandate to achieve nationally determined commitments (NDCs) to exit fossil fuels and accelerate financing of global sustainability projects.

Isabelle, vice-president of customer loyalty and insight at a big bank, has led the development of a package of new products/services for clients, and a five-minute presentation to explain the offering. In a pilot test, where client managers randomly select walk-in customers and offer to go through the presentation, some agree to listen but others don’t have the time.

In 2016, Steve Anavi and Alexandre Prot started Qonto as a ‘challenger’ bank focused on SMEs and freelancers, in France. After achieving rapid success, questions surface about where to draw the bank’s boundaries. The early focus is on the customer interface and back-end operations are outsource, but by 2017 they are wondering whether to bring the core banking infrastructure in house.

When Alibaba, China’s leading digital platform and cloud-based services company, fails to acquire the US firm Moneygram, CEO Jack Ma decides to go it alone and develop a digital strategy using blockchain technology as the basis for a global remittance service, GCash, within its cloud services business.