Case Study 1 In 2024, Nexora Corp., a Netherlands-based tech firm, emerged as a global leader in quantum computing with its flagship product, Q-Synchronicity OS. This platform bridged

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Case Study 1

In 2024, Nexora Corp., a Netherlands-based tech firm, emerged as a global leader in quantum computing with its flagship product, Q-Synchronicity OS. This platform bridged quantum and classical systems and found widespread application in sectors like logistics, bioinformatics, and finance. With partnerships in Germany, Canada, and Japan, Nexora positioned itself as a neutral digital player amid the escalating US- China tech divide.

By early 2025, geopolitical tensions escalated. China offered Nexora a $2.1 billion joint venture under the Digital Silk Road initiative, while the US pushed for the relocation of Nexora’s sensitive quantum infrastructure to NATO territory, threatening sanctions and blacklisting. These pressures challenged Nexora’s neutral positioning and forced the company to confront the geopolitical implications of its innovations.

Internally, Nexora faced leadership divergence. The CTO, a Japanese quantum physicist, advocated for open global collaboration, while the Dutch CEO prioritized strategic neutrality and European digital sovereignty. At the same time, Nexora’s largest investor—a Saudi sovereign tech fund—demanded faster commercialization of IP to support Saudi Arabia’s Vision 2030 ambitions.

These conflicting pressures created a complex web of expectations, forcing Nexora to balance national security concerns with corporate globalization. The company had to weigh ethical dilemmas, stakeholder demands, and the long-term risks of aligning too closely with any single geopolitical bloc.

Nexora now stands at a critical juncture, requiring a strategic reset. Navigating this uncertainty will demand more than innovation leadership—it calls for geopolitical foresight, stakeholder orchestration, and an adaptive governance model that aligns commercial success with global responsibility.

Discussion Questions:

1. How should Nexora Corp. design ago – strategic framework to sustain innovation leadership while avoiding entanglement in international techno-nationalist agendas?
2. How can Nexora optimize internal governance and stakeholder alignment to navigate conflicting demands from governments, investors, and the scientific community?

Case Study 2

SolarEdge Horizon, an Israeli-founded solar technology conglomerate with multinational operations across Europe, Asia, and North America, found itself caught in the crosshairs of the global Green Subsidy War. Following the U.S. Inflation Reduction Act (IRA) and the EU Green Deal Industrial Plan, a geopolitical scramble ensued to localize clean-tech supply chains and out-subsidize rival states.

Historically, SolarEdge Horizon had operated with a “global parts, local assembly” model, enabling cost- competitiveness and rapid scalability. However, new subsidy regimes favored onshore manufacturing, domestic sourcing, andtech-nationalism, making SolarEdge’s globalproductionwe liabilityratherthana strength.

Inparallel,thecompanylaunchedanewproductlinein2025:Ringo,adecentralized,AI-optimizedsolargrid for off-grid communities and disaster resilience—a bold move into humanitarian and sovereign energy independence sectors. While the product was technologically sound, its global rollout was uneven, facing regulatory red tape, nationalist procurement policies, and logistical bottlenecks.

Internally, the company was strained. The CTO pushed for re-centralized innovation centers in Europe, while the COO warned of margin compression due to rising costs in Western jurisdictions. Meanwhile, its largest emerging market partner—India—demanded Solar Edge license out its IP to meet local content regulations.

With pressure mounting from investors, regulators, and global partners, Solar Edge Horizon must now make existential decisions about where and how to grow, what to protect, and whether Ringo should be spun off, localized, or rebranded altogether.

Discussion Questions:

1. What is Solar Edge’s most critical threat and opportunity for 2025–2028, and why should they take strategic precedence?
2. Can Solar Edge balance global cost- efficiency with national subsidy compliance? If not, which should it sacrifice—and what’s the strategic cost?

Case Study 3

On September 15, 2008, the investment banking giant Lehman Brothers filed for bankruptcy, sending shockwaves across the world markets that were already reeling from the shocks in the wake of the global economic meltdown.

With more book assets and lesser book debts, Lehman’s bankruptcy filing was the largest in banking history. Their assets far surpassed those of previous bankrupt giants such as WorldCom and Enron. At the time of collapse, Lehman had more than 25,000 employees worldwide. Lehman’s demise also made it the largest victim of the U.S. subprime mortgage- induced financial crisis that swept through global financial markets.

Record revenues from Lehman’s real estate business enabled revenues in the capital market unit to surge by56% between 2004 and 2006. This was considered a faster rate of growth than any other business in investment banking.

In February 2006, the company’s stock reached a record high, giving Lehman a market capitalization of around $25 billion. However, signs of trouble in the U.S. housing market were already becoming apparent as defaults in subprime mortgages increased.

Lehman’s high degree of leverage, the ratio of total assets to shareholders’ equity, was concerning, and its huge portfolio of mortgage securities made it vulnerable to deteriorating market conditions. In June 2008, Lehman announced its first second-quarter loss and raised money from American Express to cover the same.

However, these measures were perceived as being too little, too late. Over the summer, Lehman’s management made unsuccessful attempts to partner with several potential partners. Hopes that the Korea Development Bank would take a stake in Lehman were dashed on September 9th when the state-owned Korean bank put talks on hold.

On Monday, September 15, Lehman declared bankruptcy, resulting in a global financial crisis.

Discussion Questions:

1. What significant event occurred on September15,2008, and how did it impact global markets?
2. What lessons can be learned from the Lehman Brothers’ bankruptcy ?

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