MGF1010 Dragon’s Den Pitch Scenarios

Diversity and Inclusion

Scenario

The Brisbane Wavers, amidst navigating the tumultuous effects of the COVID-19 pandemic on professional sports, face a burgeoning crisis over pay disparities between their male and female athletes. The Women's Rugby Players Union (WRPU) has highlighted that female players receive, on average, 40% less than their male counterparts for equivalent roles within the league. This discrepancy is not new but has been exacerbated by the pandemic, which has disproportionately affected the women's  league, leading to reduced training, fewer matches, and  subsequently, lower earnings and increased job insecurity for female rugby league athletes.

The situation is further complicated by growing political and societal pressures. On one side, gender equality advocates,  leveraging  social  media  and  public  demonstrations, have  rallied behind the WRPU, calling for immediate action to close the gender pay gap in the rugby league, and  improve  conditions  for their female athletes. They argue that the pandemic should be a catalyst for positive change, not an excuse for maintaining the status quo of inequality.

Conversely, the league and the Wavers are also facing backlash from “anti-woke” campaigners. This group accuses the league of succumbing to political correctness and argues that pay should be  based  solely on revenue generation, viewership numbers, and  commercial viability,  areas where they claim the men's league outperforms the women's. They warn that focusing on pay equity could detract from the financial health and competitive success of the league as a whole.

Predicament

Amidst this societal divide, the Brisbane Wavers’ management realises that any strategy they adopt must not only address the internal  issue  of pay  disparity  and  athlete welfare but also navigate the external pressures from these opposing societal factions. In response, the Wavers have reached out to three esteemed management consulting firms, each known for their unique managerial perspectives, to compete for the opportunity  to guide the Breakers through  this intricate situation. The senior consultants from each firm, leading their respective pitches, are:

●    Ms. Clara Johnson, Managing Partner at Vertex Strategic Solutions

○   Management Perspective: Scientific Management

●    Mr. Alejandro Gomez, Principal at Harmonic Growth Advisory

○    Management Perspective: Human Relations

●    Dr. Simone Langley, Chief Strategy Officer at Catalyst Consulting Group

○   Management Perspective: Critical Management

Decent Work and Economic Growth

Scenario

Zine's upper management is at a crossroads. The company has been exploring the integration of Artificial Intelligence (AI) to enhance content creation, potentially leading to increased efficiency and innovation in how stories are told. This initiative is seen as a strategic move to stay ahead in the competitive pop culture publication industry. The AI system, named "CultureAI", is designed to analyse vast amounts of data, learning the nuances of pop culture trends faster than any human could. Its integration could revolutionise how Zine operates, making story selection, writing, and publishing much faster.

However, the rumours about CultureAI have sparked unrest among the editorial team. There's a growing concern about job security, the ethical implications of using AI to create content that has traditionally been the domain of human creativity, and fears that the unique voice of Zine could  become  homogenised or lose its authenticity. The situation escalates when  a group  of employees submits a formal complaint, expressing their concerns and asking for transparency about how CultureAI will be integrated into their workflow. They demand assurances about job security and the maintenance of editorial standards.

Moreover, a significant  portion of Zine's readership has started a social media campaign expressing worries that the content  they love might lose its human touch. They value the personal insights, humour, and critique  that Zine's writers bring to their articles. This public backlash adds another layer of complexity to the decision-making process for Zine's management.

Predicament

Zine, a leading pop culture publication website, is at a pivotal juncture with its integration of Artificial Intelligence  (AI) into its content creation process. This initiative, aimed at enhancing efficiency and innovation, has sparked unrest among employees and concerns among  its readership over the preservation of the human touch in creative content. In response to these challenges, Zine's upper management decides to seek external advice to navigate this complex transition smoothly. To this end, Zine has invited  three prestigious management consulting firms, each renowned for their distinctive managerial perspectives. The firms are competing to win the contract to advise Zine on the best approach to integrate AI into their operations while addressing the concerns of employees and readers. The senior management consultants leading the pitches from each firm are:

●    Ms Emily Thornton, Director, at Winslow Management Consultants

○   Management Perspective: Scientific Management

●    Mr Raj Patel, Director at Sterling and Fitch Advisory

○    Management Perspective: Human Relations.

●    Dr Oliver Bennett, Partner at Pembroke & Associates

○   Management Perspective: Critical Management.

Climate Action

Scenario

TechGen  Inc., a leading global technology company specializing in cloud computing and data analytics, is grappling with a significant sustainability issue. Despite its innovative solutions and robust market presence, TechGen faces mounting pressure from various stakeholders due to its environmental impact.

Environmental organizations and advocacy groups have criticized TechGen for its high energy consumption, particularly in data centers that power its cloud services. These groups highlight concerns over carbon emissions, water usage for cooling systems, and the ecological footprint associated with hardware manufacturing and disposal.

Investors and shareholders are increasingly prioritizing environmental, social, and governance (ESG) criteria in their investment decisions. They demand transparency and measurable progress toward reducing TechGen's carbon footprint. They seek assurances that the company's sustainability efforts are integrated into its long-term strategy to mitigate risks and enhance shareholder value.

Regulatory bodies in key markets where TechGen operates are tightening  environmental standards. They require companies to disclose and reduce greenhouse gas emissions, implement energy-efficient technologies, and adhere to sustainable sourcing practices.

As TechGen navigates these pressures, it must develop a comprehensive sustainability strategy that not only addresses immediate concerns but also positions the company as a leader in responsible technology innovation for the future.

Predicament

TechGen, confronted with the daunting task of transforming  their operations amidst  these pressures, are banking on these consultants to devise strategies that address the environmental issues but also does not bankrupt  the company. The factory owners are in urgent need of sophisticated managerial guidance. They have thus enlisted  the  expertise  of three  reputable management consulting firms, each renowned for their distinct approaches to addressing such intricate challenges. The senior consultants poised to lead the advisory efforts are:

●    Ms. Josephine Davis, Managing Partner at Synergy Solutions Group

○   Management Perspective: Scientific Management.

●    Mr. Markus Schneider, Director at Nexus Growth Advisors

○    Management Perspective: Human Relations

●    Dr. Li Wei, Chief Strategy Officer at Dynamo Consulting Solutions

○   Management Perspective: Critical Management.