This case study illustrates how a start-up business that promotes integration between farmers and end users through a technology platform becomes an intermediary to form a new business model. In addition, in the current disruptive era, technology is very much needed in winning market competition. For this reason, Sayurbox is very relevant to be studied by students. In this case study, there are two important points that are conveyed, namely in the form of challenges and opportunities faced by Sayurbox to be able to adapt.

PT Imexindo as a group has 160 employees with an average working period of 5 years and above consisting of several divisions, the organizational structure is led by a board of commissioners, then there are directors who serve in several divisions below, namely Operations, Business and Product Development, and Finance and Administration. 60% of the total Imexindo employees are millennials, therefore an organizational structure is needed to clearly define responsibilities and roles in providing work results reports to top parties.

Mr. Dedy, the director of PT. Imexindo Intiniaga establishing good relations or relationships and good motivation between employees can provide a different work experience and provide individual satisfaction for employees. In a company that has limited employees, it certainly presents its own challenges both in designing the organizational structure and the roles and responsibilities of everyone in the PT Imexindo company. This limitation provides insufficient space, thus necessitating the existence of multiple positions, especially in the finance division.

Dreamdelion was founded in 2012 as a non-profit organization. Initially, their concentration was solely on community development initiatives engaging underprivileged people. Dreamdelion has expanded to five Indonesian cities: Jakarta, Jogjakarta, Cianjur, Surabaya, and Ngawi. The projects were mostly based on assessment; once they believed that the project was complete, they would leave it. In terms of volunteers, Dreamdelion employs three distinct strategies. There are event volunteers, project volunteers, and long-term volunteers. Dreamdelion welcomed volunteers to be a part of its entrepreneurial and open organizational culture.   Dreamdelions had worked with government agencies, commercial corporations, and other organizations. Among its collaborators were the Ministries of Manpower and Transmigration, Communication, and Informatics, CIMB Niaga, Indonesia Power, and Bank Danamon. Eva, Dreamdalion's creator, understood that to thrive as a non-profit organization, Dreamdelion needed to do a lot of things. First, she had considered enlisting new collaborators so that they might continue to work on collaborative projects. She also intended to recruit additional volunteers, particularly those who could assist on a long-term basis. Eva also considered creating more particular programs geared to solving difficulties that may occur in civilizations because of the pandemic. However, there are several difficulties that she has been considering. How can we ensure that Dreamdelion receives enough volunteers and support from diverse stakeholders?

NET TV is one of the private television stations in Indonesia. This television station claims to be different from other television stations in Indonesia. The most interesting aspect is the different form of programs offered by this television station to the public. For example, if other television stations broadcast soap operas, comedies that have violence, or gossip news shows, NET TV claims it will not broadcast these common programs. On the contrary, NET TV offers programs which according to the company will increase the usefulness of public knowledge.

The Association of Certified Fraud Examiners (2016) indicates that asset misappropriation is the most common form of occupational fraud. There are six other types of frauds such as collusion, commissions, fictitious sales, rebates, refunds, and write-offs. Asset misappropriation includes examples relating to theft of cash, misuse of inventory, and fraudulent reimbursement. The most interesting part of this case was a financial innovation product called JS Saving Plan. It was a ‘bancassurance’ insurance product, with protection for five years, but with a one-year investment period. The product was distributed through eight Indonesian banks: Bank Rakyat Indonesia, Bank Tabungan Negara, KEB Hana Bank Indonesia, DBS Indonesia, ANZ Indonesia, QNB Indonesia, Standard Chartered and Bank Victoria International. JS Saving Plan was sold with the minimum amount of IDR 100 million (USD 6890, with an exchange rate of 1USD = Rp 15,000) The scheme claim the investor would be paid on a yearly basis unless the customer requested an extension of the policy or rolled it over. After the claim was paid, the personal accident protection period would continue until the fifth year. The company tried everything to survive, but it could not weather the economic conditions and turned around the direction of the stock price as an underlying foundation for its portfolio.