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Items 1-10 of 203
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General Management Zandu Pharmaceutical Works: The Takeover Bid (B)Supplement case to ISB045.
Learn MorePublished: Nov 1, 2014₹399.00 -
Operations Management Technology Decision-Making in a Semi-Urban ICU: An Intensivist's Dilemma
Set in April 2017, this case centers around the digital technology dilemma facing the protagonist Dr. Vimohan, the chief intensivist of Prashant Hospital. The case describes the critical challenges afflicting the intensive care unit (ICU) of the hospital. It then follows Dr. Vimohan as he visits the Bengaluru headquarters of Cloudphysician Healthcare, a Tele-ICU provider. The visit leaves Dr. Vimohan wondering whether he can leverage the Tele-ICU solution to overcome the challenges at Prashant Hospital. He instinctively knew that he would need to use a combination of qualitative and quantitative analysis to resolve this dilemma.
Learning Objective
Learn MoreThe case study enables critical thinking and decision-making to address the business situation. Assessing the pros and cons of a potential technology solution, examining the readiness of an organization and devising a framework for effective stakeholder and change management are some of the key concepts. Associated tools include cost-benefit analysis, net present value (NPV) analysis, force-field analysis, and change-readiness assessment, in addition to a brief discussion on SWOT analysis.
Published: Jan 10, 2021₹399.00 -
Marketing Instagram Influencer Marketing: Creating a Winning Strategy
On August 9, 2020, Sean Jean De Ville, who had recently joined French fashion and cosmetics giant Satix as digital marketing head of the shampoo products division, was preparing for his first meeting with the CEO. He had been tasked to explore the viability of employing influencer marketing on Instagram. This would be a new promotional vehicle for the company, which had traditionally used billboards, print, and limited digital advertisements. He was also told that a budget of USD 500,000 would be allocated for influencer marketing and that the boss was anxious to get his insights and recommendations.
Learning Objective
Learn More• how influencer marketing works • how to decide on which influencer or influencers to employ • the key metrics involved in assessing an influencer marketing strategy • how to measure the marketing effectiveness of influencers, and • how to ask questions that go beyond the data to come up with relevant insights that will enhance the effectiveness of your expenditure(s).
Published: Dec 19, 2020₹399.00 -
Finance Gold: A Distinct Asset ClassGold is a very popular alternative asset class globally. This note looks at the properties of gold that make it so attractive. The note also compares the performance of gold against various other asset classes and its correlation with them.
Learn MorePublished: Sep 15, 2014₹399.00 -
Operations Management Nizamabad Constituency 2019 Mega Elections (A): Attempting the Improbable
During the Indian general election of 2019, the Nizamabad constituency in Telangana state found itself in an unprecedented situation with a record 185 candidates competing for one seat. Most of these candidates were local farmers who saw the election as a platform for raising awareness about local issues, particularly the perceived lack of government support for guaranteeing minimum support prices for their crops. More than 185 candidates had in fact contested elections from a single constituency in a handful of elections in the past. The Election Commission of India (ECI) had declared them to be "special elections" where it made exceptions to the original election schedule to accommodate the large number of candidates. However, in the 2019 general election, the ECI made no such exceptions, announcing instead that polling in Nizamabad would be conducted as per the original schedule and results would be declared at the same time as the rest of the country. This presented a unique and unexpected challenge for Rajat Kumar, the Telangana Chief Electoral Officer (CEO) and his team. How were they to conduct free and fair and elections within the mandated timeframe with the largest number of electronic voting machines (EVMs) ever deployed to address the will of 185 candidates in a constituency with 1.55 million voters from rural and semi-urban areas? Case A describes the electoral process followed by the world's largest democracy to guarantee free and fair elections. It concludes by posing several situational questions, the answers to which will determine whether the polls in Nizamabad are conducted successfully or not. Case B, which should be revealed after students have had a chance to deliberate on the challenges posed in Case A, describes the decisions and actions taken by Kumar and his team in preparation for the Nizamabad polls and the events that took place on election day and afterward.
Learning Objective
Learn MoreTo demonstrate how a quantitative approach to decision making can be used in the public policy domain to achieve end goals. To learn how resource allocation decisions can be made by understanding the scale of the problem, the various resource constraints, and the end goals. To discover operational innovations in the face of regulatory and technical constraints and complete the required steps. To understand the multiple steps involved in conducting elections in the Indian context.
Published: Feb 8, 2021₹399.00 -
OB and Leadership Career Dilemma of a Next-Gen Family Member - The Case of Lavanya Nalli
The case, set in 2016, follows Lavanya Nalli, a fifth-generation member of the Nalli family business, as she contemplates a critical decision about her future. Nalli Silks, an Indian ethnic wear retailer, had built an enviable reputation for quality and customer orientation over 90 years. As a female member of a conservative family business, she was not expected to enter the business and play an active role in it. Yet, she joined Nalli Silks after earning a degree in engineering and planned and pursued her own induction and learning in the firm. Over the next couple of years, she displayed her entrepreneurial drive by conceptualizing and setting up a successful business within the larger business. However, sensing that there were limited avenues within the firm to feed her ambition and keenness to learn and grow, she left India for the United States to pursue an MBA at Harvard Business School. After graduating, she worked at McKinsey, a leading consulting firm. In 2014, Lavanya returned to India and joined Myntra, a rapidly growing Indian fashion e-commerce company. These experiences provided her with rich and varied insights and perspectives. After seven years away, she was considering returning to the Nalli group with tentative plans of setting up a separate e-commerce vertical from scratch. Three generations of her family - her grandfather, her father and her brother - were active in the business and held independent charge of different parts of the Nalli group. There were serious reservations within the family and the organization about Lavanya's proposal to venture into e-commerce. She herself had some concerns about the larger strategy and set-up of the business, such as the absence of a leadership pipeline and inattention to market trends. The case closes with her reflections and questions on the way forward.
Learning Objective
Learn MoreUnderstand how next-gen family members approach career choices and how this influences their enterprises. Appreciate the challenges of balancing values and aspirations among family, business and individual next-generation family members. Comprehend how next-generation family members can successfully build careers within an existing family business by being entrepreneurial without crossing value boundaries. Learn what family businesses can do to attract / retain next-generation family members.
Published: Dec 19, 2020₹399.00 -
General Management IDBI Bank: Turnaround and Transformation
During 2016–18, IDBI Bank faced a crisis that threatened its survival. The crisis was driven by several key issues: inadequate risk management and weak internal controls, a huge surge in NPAs, non3 compliance with Priority Sector Lending regulations impairing overall performance. Consecutive losses prompted the RBI to impose strict operational restrictions, while credit rating agencies downgraded the bank. In response, the Government of India decided to divest and transfer a controlling stake to LIC. This transition raised concerns among employees, particularly regarding job security, prompting some unions to file lawsuits in the High Court and Supreme Court contesting LIC’s acquisition. To address these challenges, in 2018, the government appointed Rakesh Sharma as the MD & CEO of IDBI Bank. Known for his banking expertise and experience with bank turnarounds, Sharma implemented a series of strategic interventions to revitalize the organization over his two tenures. The case explores IDBI Bank's background and the challenges Sharma faced in leading the transformation. As his second term approaches its end in March 2025, the case concludes with a strategic question: how to maintain momentum and position IDBI Bank among the top three private sector banks in the country in efficiency parameters?
Learning Objectives
- Appreciate how factors such as the inability to unlearn old practices and approaches and the lack of adaptive learning (reflected in poor risk management and weak internal controls) can lead to organizational decline.
- Use the Switch framework to recognize the contributors that drive a bank’s successful turnaround and transformation.
- Examine effective approaches to influence key stakeholders and build trust and credibility.
- Appreciate the significance of organizational alignment in achieving enhanced performance.
- Learn the critical steps to maintain the momentum of transformation over time and institutionalize change
- Analyze the leadership characteristics of transformational leaders.
Published: Mar 31, 2025₹399.00 -
Operations Management Adopting Remote Patient Monitoring at Robustus Health
Robustus Health, a leading hospital network in the Midwest, faces operational challenges such as high patient readmission rates, staffing shortages, and bed capacity issues. With the healthcare industry's shift toward value-based payment models, reducing readmissions while maintaining quality care has become a priority. To address this, Robustus launched a pilot Remote Patient Monitoring (RPM) program in partnership with CareSignal, targeting COPD patients. The pilot demonstrated notable success, reducing readmission rates by 8-12%, increasing patient retention to 80% after one year, and improving cost efficiency. However, scaling the RPM initiative across Robustus' hospital network presents significant challenges. Key stakeholders, including clinical, IT, and nursing leaders, expressed concerns about seamless EMR integration, workflow disruption, operational sustainability amidst staffing shortages, and program adaptability for diverse patient populations. While RPM promises improved clinical outcomes, early intervention, and cost savings, its success depends on aligning with existing systems, ensuring staff adoption, and addressing patient engagement barriers. The case highlights critical considerations for enterprise-wide RPM adoption, including financial investment, data privacy, and operational models (centralized vs. decentralized). Robustus must strategically navigate these complexities to achieve clinical integration and long-term value while fostering stakeholder consensus.
Learning Objectives
- Analyze the role of RPM in achieving clinical integration and improving patient outcomes.
- Evaluate stakeholder concerns regarding the adoption of RPM technology.
- Assess the cost-benefit analysis of scaling RPM across hospitals.
- Identify the key implementation challenges and risks of RPM.
- Evaluate the capabilities of RPM solutions and compare their strengths and limitations for healthcare integration.
- Explore operational models (centralized vs decentralized) for RPM implementation.
Learn MorePublished: Dec 31, 2024₹399.00 -
Strategy Responding to Aggressive Competition: Huawei's Entry in the Networking Equipment Industry
The global networking equipment market is grappling with the aggressive rise of Huawei Technologies Co. Ltd., a Chinese multinational company recognized for its competitive pricing and rapid technological advances. Historically dominated by firms such as Nokia, Ericsson, Lucent, Alcatel, and Siemens (the NELAS), the industry has been reshaped by Huawei's bold strategies, which pose significant challenges to the established players. This case first examines two near simultaneous shocks-regulatory and technological-that altered the attractiveness of the networking equipment industry and affected the historical incumbents (the NELAS) and the new incumbents (Cisco and Juniper), and how the industry subsequently evolved. The case then brings in the theme of disruptive innovation by exploring the entry of Huawei into this industry. Central to the case is the analysis of how the incumbents-both historical and new-should respond to Huawei's disruptive entry. In this, the case contrasts the plausible responses of the historical incumbents (the NELAS) with those of the new incumbents (Cisco and Juniper), given their different positions in the industry. The case explores the concept of corporate advantage versus business unit advantage, offering insights into how companies can leverage their strengths to navigate a rapidly changing competitive landscape.
Learning Objectives
- External Analysis: Understand the industry structure, competitive forces, and the impact of regulatory and technological changes. Understand the evolution of an industry in response to external shocks.
- Corporate Strategy: Explore strategic options from a corporate perspective, including mergers and acquisitions, alliances, and restructuring.
- Internal Analysis: Examine strategic positioning and the competitive advantages of different firms.
- Disruptive Innovation: Understand that disruptive innovation is innovation in business models rather than in products or technology.
- Strategic Response: Evaluate short-term and long-term strategic responses to a competitive entry.
Published: Nov 21, 2024₹399.00 -
Strategy Thermax: Balancing Growth and Sustainability
The case describes the growth journey of an Indian multinational engineering conglomerate, Thermax Limited, over its last five and a half decades of existence. Thermax, a family business spanning three generations, provided integrated solutions in clean energy, air, and water. The family's business philosophy encouraged the adoption of sustainable and green operations. They pursued responsible growth. This involved first meeting the energy requirements of energy-starved markets (such as India and Africa) and then investing in sustainable energy business practices. The company focused on sustainable medium-term profitability and not on short-term increases in market capitalization. Moreover, it had conservatively concentrated model for business growth. The present MD and CEO, Ashish Bhandari, is given the mandate of responsibly managing and accelerating growth by increasing the annual turnover threefold from INR 60 billion to INR 185 billion by 2030. This significant growth posed challenges such as managing the growth responsibly, financing the required capex, and managing the human resources requirements. The case concludes with Bhandari facing some tough decisions to make about striking a balance between business growth aspirations, institutional investors' future expectations, and the family business legacy of social consciousness.
Learning Objectives
- To comprehend the global energy transition trends, and the regulatory norms governing emission protocols.
- To illustrate the difficulties faced by professional managers in the successful execution of a fast-growth strategy in a tradition-driven family business.
Published: Jan 20, 2025₹399.00
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