This case explores the transformation journey of Ireland’s Health Service Executive under Martin Curley, who spearheaded its digital transformation until 2023. Facing systemic inefficiencies, fragmented data systems, and resistance to change, Curley introduced a framework aimed at improving patient outcomes, reducing costs, and modernizing healthcare. Despite remarkable successes, Curley faced resistance. The case raises questions about driving change .....more

Teaching note for product W42913.

Created to foster innovation within public services, NIDO—the innovation lab of the Belgian federal government—aimed to encourage experimentation and the development of innovative solutions. While it had been responsible for notable initiatives such as the Network Innovation program, the Federal Innovation Award, and Gov Buys Innovation, in September 2023, NIDO faced significant challenges, including the lack of a well-defined mission or strategic .....more

Teaching note for product W38701.

Bayer Crop Science AG (Bayer CS) was grappling with the critical issue of how to navigate the landscape of relevant technologies for innovation partnerships. The organization's structure was fragmented, with each business unit operating its own tech screening and sourcing processes. To tackle this, the Innovation Sourcing Team introduced InnovationFlow, a digital platform. This platform formed the core of Bayer CS' scouting network, enabling .....more

Teaching note for product W34822.

Presans was founded in Paris, France in 2008 as an an open innovation intermediary, often referred to as an “innomediary.” Using a specific business model that combined open innovation services with state-of-the-art data-mining technology, Presans leveraged a network of over six million experts worldwide to solve problems for its corporate clients. In February 2017, the chief executive officer of Presans had to make some strategic decisions. Based .....more

Teaching note for product W27510.

The chief executive officer of Ruaha Farm (T) Ltd (Ruaha Farm), in Iringa, Tanzania, established his honey business, in 2012. The company’s business model relied on the engagement and empowerment of neighbouring communities of low-income beekeepers, creating mutually beneficial relationships with local beekeeping communities in the Iringa region. The business model was unique, asset-light, and scalable. In contrast with an integrated business model .....more

Teaching note for product 9B20M220.