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The case discusses Saha Global, a social enterprise started by Katherine Cincotta and Vanessa Green, to provide access to potable water to consumers in Ghana. The company worked with the community to identify three women entrepreneurs to train them to start and run community water treatment plants. The company donated the capital equipment needed to start the business, in addition to providing locally available materials to treat water which was then sold to other members in the community. The women entrepreneurs used the revenue to maintain the water treatment business and kept the profit as payment for their time and effort. The company had ambitious plans to provide access to potable water to 258,000 people in 838 communities in northern Ghana by 2027. Experts, however, opined that the major impediment to these plans was that Saha Global was hugely dependent on grants and donations and did not make a profit. Amidst these challenges, what steps should Cincotta and her team take to make Saha Global sustainable? [ABSTRACT FROM AUTHOR]

US-based drone service provider Zipline International Inc. (Zipline) delivered critical medical supplies to citizens living in remote and hard-to-reach areas of Rwanda, saving many lives in the process. Rwanda, with its challenging terrain and limited infrastructure, faced significant problems in reaching timely medical supplies to all parts of the country. Zipline started its operations in Rwanda in 2016 in collaboration with the Rwandan government. By 2022, Zipline had flown more than 30 million autonomous miles and delivered more than 450,000 parcels containing 4.5 million different medical supplies. In December 2022, the government of Rwanda signed a new agreement with Zipline, with an aim to fly Zips over 200 million autonomous kilometers and do about 2 million instant deliveries by 2029. Scalability and sustainability, however, proved to be significant obstacles in a nation with unfavorable geographic and climatic characteristics. Will Keller Rinaudo, CEO of Zipline, be able to collaborate closely with the local government to secure the necessary infrastructure given the goal of tripling delivery volume? Will he be able to successfully negotiate intricate regulatory frameworks? Will Zipline be able to make enough money to manufacture enough Zips to meet the increasing need for medical supply drone delivery? [ABSTRACT FROM AUTHOR]

American track and field sprinter and entrepreneur Allyson Michelle Felix created history at the 2020 Olympic Games in Tokyo by winning her 10th medal in the 400-m race to become the ‘most decorated female track Olympian’ in the world. Behind her historic wins, Allyson had had her share of struggles. From 2010 to 2017, she was sponsored by American sportswear manufacturer Nike Inc. She severed her ties with Nike after a muchpublicized contract dispute. US-based women’s active wear brand Athleta Inc. approached Allyson in July 2019, and made her their first sponsored athlete. Since Athleta did not make shoes and Allyson had no other shoe sponsor for the Olympics, Allyson and her brother and manager Wes Felix decided to launch their own shoe company. In association with former USbased healthcare entrepreneur Darren Breedveld, they founded Saysh in 2020. In addition to becoming an entrepreneur to create sneakers for women, Allyson was also a change agent and a maternal rights activist. Allyson received appreciation from several quarters, not just for her professional achievements but also for being an empowering icon who was an inspiration to girls, women, and mothers across the world. She was also applauded for her fight for an equitable society. From being a ‘quiet and unassuming girl’, Allyson had come a long way, ready to leverage her talent and bring about a change in a positive way. [ABSTRACT FROM AUTHOR]

The case discusses the failure of International Business Machines’ (IBM) artificial intelligence (AI) software Watson for Oncology (Watson). In 2012, the American multinational technology company partnered with New York-based cancer treatment center and research organization Memorial Sloan Kettering Cancer Center (MSK) to develop Watson that could provide medical professionals with improved access to up-to-date and comprehensive cancer data and practices. Despite Watson’s Natural Language Processing (NLP) ability that enabled it to read and gain insights from unstructured data it was not able to interpret data as human doctors could. A 2017 investigation carried out by news website STAT revealed how IBM’s AI software could not live up to the hype created around it by the company. To add to IBM’s troubles, a 2017 audit carried out by the University of Texas showed that MD Anderson was using old data to train its OEA. The same year, i.e. in 2017, the cancer center closed down its project with IBM after spending $62 mn. With data quality and domain expertise being some of the major reasons for the failure of AI projects, is it worth it for companies such as IBM to invest in AI and Machine Learning (ML) tools in healthcare like Watson for Oncology without proper data preparation? This study looks at the roadblocks standing in the way of IBM finding success in using AI and ML in a bid to drive clinical research and drug discovery. It also examines how technology companies can make AI and ML a truly transformative force in healthcare. [ABSTRACT FROM AUTHOR]

A case of rhinosporidiosis with rare cutaneous affection along with its histopathological features is being described.

The case study "Swiggy's Delivery Model" discusses how online food delivery company Swiggy used technology to power its delivery model. Swiggy was the brainchild of two engineers who were staying away from home and were struggling to get good food delivered at their doorstep. The duo worked on the idea of hasslefree food delivery, giving rise to Swiggy in 2014. Swiggy initially started taking online orders from customers in the Koramangala locality in Bengaluru which housed some of the best restaurants in the city. It gradually expanded across Bengaluru and other Indian cities like Delhi, Pune, Gurgaon, Hyderabad, and more. It launched its mobile application in May 2015. The case describes how Swiggy created a system that connected all the three partners in the delivery model - Delivery Executives (DEs), customers, and restaurant partners - seamlessly. The case also discusses the challenges Swiggy encountered when it began scaling up in 2016 and the initiatives such as Just in Time (JIT) assignment, Next Order Assignment (NOA), and batching that it took to overcome the challenges. The case concludes with Swiggy's plans for the future such as diversifying into medicines and grocery and the use of Artificial Intelligence (AI) technology for further scaling up and expansion. [ABSTRACT FROM AUTHOR]

This case is about the strategic decision of Bose Corporation (Bose) to close down its retail stores in North America, Europe, Japan, and Australia. Its retail stores at other locations around the world were to, however, remain open and continue operations. The case dwells upon Bose's relentless focus on research and development, which gave it a competitive edge over its rivals. The case details the travails of the retail industry and the onslaughts Bose faced from the e-commerce companies, which led to the closure of several of its retail businesses and a reduction in the number of its stores. Bose's online strategy is discussed in detail along with its use of social media and online marketing. While some analysts were in favor of the store shutdown, others were quite critical and opined that Bose was likely to return to its store format. The case ends with the question whether Bose's decision to shut down its stores was right and whether customers would purchase its products online without 'experiencing' the products in person. [ABSTRACT FROM AUTHOR]

Background: Bispectral index (BIS) used for intra-operative depth assessment under general anesthesia (GA) can be altered by different factors. This study was designed to detect the alteration in BIS reading with two different Trendelenburg (TBG) tilt in laparoscopically assisted vaginal hysterectomy (LAVH) procedure. Materials and Methods: A prospective, double-blinded, randomized controlled study was designed involving 40 American Society of Anesthesiologists Grade iand Iifemale patients, aged 35-60 years, scheduled to undergo LAVH under GA. Patients were divided into two groups with TBG >30° and TBG <30°. BIS readings; systolic and diastolic blood pressure, heart rate were recorded in supine position. Patients were then shifted to desired TBG position either (>30°) or (<30°) as per group allotment. Data were recorded at 30 min intervals and all the patients were followed upto 24 h postoperatively for any recall. Results: A rise in BIS value was noticed, when position was changed from supine to head down in both groups. During comparison between two groups with different angulations, TBG >30° showed a higher BIS value than TBG <30°. This statistically significant (P < 0.05) trend was observed at all the 30, 60, 90, and 120th min interval. Interestingly, BIS values returned to preoperative levels following adopting final supine position. No incidence of awareness was reported in both the series throughout the study. Conclusion: Though awareness remains unaltered BIS value gets increased with higher angle of inclination in TBG position during LAVH operation. [ABSTRACT FROM AUTHOR]