CASE STUDY BELOW

The case describes how the Mayo Clinic, one of the most prominent hospitals in the world, engaged designers and built a research institute, the Center for Innovation (CFI), to study the processes of healthcare provision. The case documents the many incremental innovations the designers were able to implement and the way designers learned to interact with physicians and vice-versa.

In 2010 there were questions about how the CFI would achieve its stated aspiration of "transformational change" in the healthcare field. Students are asked what would a major change in health care delivery look like? How should the CFI's impact be measured? Were the center's structure and processes appropriate for transformational change? Faculty have found this a great case to discuss institutional obstacles to innovation, the importance of culture in organizational change efforts, and the differences in types of innovation.

This case is freely available to the public.

Faculty Supervision: K. Sudhir in cooperation with Renmin University of China School of Business

In 2015, Ant Financial's MYbank (an offshoot of Jack Ma's Alibaba company) was looking to extend services to rural areas in China by providing small loans to farmers. Microloans have always been costly for financial institutions to offer to the unbanked (though important in development) but MYbank believed that fintech innovations such as using the internet to communicate with loan applicants and judge their credit worthiness would make the program sustainable. Students are asked whether MYbank could operate the program at scale? Would its big data and technical analysis provide an accurate measure of credit risk for loans to small customers? Could MYbank rely on its new credit-scoring system to reduce operating costs to make the program sustainable?

Faculty Supervision: Ian Shapiro

This case examines the role of business in South Africa's historic transition away from apartheid to popular sovereignty. The case provides a previously untold oral history of this key moment in world history, presenting extensive video interviews with business leaders who spearheaded behind-the-scenes negotiations between the African National Congress and the government. Faculty teaching the case have used the material to push students to consider business's role in a divided society and ask: What factors led business leaders to act to push the country's future away from isolation toward a "high road" of participating in an increasingly globalized economy? What techniques and narratives did they use to keep the two sides talking and resolve the political impasse? And, if business leadership played an important role in the events in South Africa, could they take a similar role elsewhere?

1. Capital is one of the three _____ inputs called factors of production________ which is a produced and hard-wearing input and is itself an output of an concentrated. Which from the _______ is NOT among investment_______?

2. The monetary term used to rank nation __________state bestowing to human growth is _________

3. The eventual goal of pecuniary ________knowledge is to _________

4. In which from the following questions, we can only examine the likely consequences of alternative policies, and the answer can be resolved only by discussions_________

5. According to the _______ the economist, what is predestined_________ by transshipment center trade_________?

6. The conflict of concentration sandwiched between owners _________of a establishment and the administration of the corporation is termed as__________

7. In agreement to the types of market what is predestined by the sympathetic of oligopoly________

8. In a anticompetitive opposition, a commercial finds its maximum-profit situation where ___________

9. In a perfect competition, maximum profit occurs where marginal revenue equals___________

10. A manufacturer or a company had better accept reserves that have _____ net contemporary standards___________