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The administration of a country's land system has a major impact on its economy and society. Digital land management has the potential to improve the land administration of developing countries and make it more efficient. The governments of Bangladesh and Indonesia have implemented a digital land management framework in the land system to ensure optimal land development, in particular, to deliver land services efficiently. The land offices of both countries have a variety of obstacles when it comes to delivering digital services. Because of this, it is important to recognize the current use of digitalization and identify the variables influencing digitalization in land service delivery by land offices in order to make informed decisions about their future. Content analysis was applied to gather data for the study, which used a qualitative approach. The correct deployment of digitization in land administration in both nations is being slowed down by a lack of institutional and operational capability and personnel misconduct in service delivery.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.