62 cases found.
In 2008, Leila Janah founded Sama (formerly Samasource) with the view that providing access to outsourced digital work was an effective way to lift low-income communities worldwide out of poverty.
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Reference 6749
Published 25 Mar 2022
Topic Responsibility
Region Global
In 2008, Leila Janah founded Sama (formerly Samasource) with the view that providing access to outsourced digital work was an effective way to lift low-income communities worldwide out of poverty.
In a historic agreement on 8 October 2021, 136 countries approved the OECD two-pillar solution in a major overhaul of the century-old international taxation system. At the G20 Summit in Rome on 30 October 2021, the leaders of the world’s biggest economies endorsed the two-pillar solution, decades in the making but which will be implemented in 2023.
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Reference 6727
Published 07 Feb 2022
Topic Economics & Finance
Region Global
Industry Banking
In a historic agreement on 8 October 2021, 136 countries approved the OECD two-pillar solution in a major overhaul of the century-old international taxation system. At the G20 Summit in Rome on 30 October 2021, the leaders of the world’s biggest economies endorsed the two-pillar solution, decades in the making but which will be implemented in 2023.
The case describes the Brazilian company, VTEX’s journey from its founding in 2000 as a textile software company to its unicorn status in 2021 and listing on NYSE. It traces the company’s transformation to a global player in digital commerce as a provider of a software-as-a-service (SaaS) digital commerce platform for enterprise brands and retailers selling direct-to-consumer (D2C).
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Reference 6707
Published 25 Jan 2022
Topic Strategy
Region Global
Industry E-Commerce
The case describes the Brazilian company, VTEX’s journey from its founding in 2000 as a textile software company to its unicorn status in 2021 and listing on NYSE. It traces the company’s transformation to a global player in digital commerce as a provider of a software-as-a-service (SaaS) digital commerce platform for enterprise brands and retailers selling direct-to-consumer (D2C).
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
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Reference 6668
Published 30 Apr 2021
Region Global
Industry Entertainment, Media Production
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
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Reference 6668
Published 30 Apr 2021
Region Global
Industry Entertainment, Media Production
Kunal has recently become the first-ever VP of Data Science at Downtown, a current affairs and fashion magazine and the jewel in the crown of Tron Corp’s media empire. He’s charged with developing personalization capabilities by the CEO, but meets resistance from Downtown’s journalists who fail to see how he fits in.
GE Digital started out in 2009 as a center of excellence to enable the digital transformation of services to industrial customers who had previously bought GE hardware. Now it finds itself competing with a variety of other providers. The case explores the basis of its competitive advantage (data analytics) and how it positions itself to succeed in what has become a crowded field.
GE Digital started out in 2009 as a center of excellence to enable the digital transformation of services to industrial customers who had previously bought GE hardware. Now it finds itself competing with a variety of other providers. The case explores the basis of its competitive advantage (data analytics) and how it positions itself to succeed in what has become a crowded field.
In 2019, David Behrends, head of Trading and Managing Partner at Sucafina, founded and launched Farmer Connect, a blockchain-based end-to-end transparent solution for the coffee trading industry.
In 2019, David Behrends, head of Trading and Managing Partner at Sucafina, founded and launched Farmer Connect, a blockchain-based end-to-end transparent solution for the coffee trading industry.
After completing a post-graduate degree in International Affars, Aline Sara founded NaTakallam - a social enterprise relying on digital technology to connect refugees and displaced people with language learners looking for online classes in Arabic, Persian, French and Spanish.
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Reference 6630
Published 10 Dec 2020
Topic Entrepreneurship
Region Global
Industry Education Management
After completing a post-graduate degree in International Affars, Aline Sara founded NaTakallam - a social enterprise relying on digital technology to connect refugees and displaced people with language learners looking for online classes in Arabic, Persian, French and Spanish.
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
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Reference 6626
Published 03 Dec 2020
Topic Strategy
Region Global
Industry Financial Services
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
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Reference 6626
Published 03 Dec 2020
Topic Strategy
Region Global
Industry Financial Services
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
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Reference 6626
Published 03 Dec 2020
Topic Strategy
Region Global
Industry Financial Services
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.
Recent studies indicate that the majority (60-80%) of advanced analytics/AI projects fail, often citing “management resistance and internal politics”. However, having reviewed/supervised hundreds of such projects around the world, our experience suggests that many projects are ill-conceived and fall victim to poor analyses and pre-launch planning.