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Operations Management Nizamabad Constituency 2019 Mega Elections (A): Attempting the ImprobableDuring 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 -
Human Resource Management Grounding of the Boeing 737 Max 8 (B): The Road Ahead-Making The Boeing 737 Max Flightworthy Again
In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?
Learning Objective:
The case can be used for discussion around:
- Lessons learned for governance and management of complex organizations
- Strategic decisions and risk management under uncertainty, competitive dynamics and time pressures
- Leadership styles and impact on organizational culture, behaviour and risk of stress dysfunction
- Guardrails and conflict resolution between marketplace drivers and engineering development
- Nurturing an open organizational culture and alignment with business goals
- Crisis management
Published: Oct 24, 2021₹399.00 -
Human Resource Management Grounding Of the Boeing 737 Max 8 (A): What Went Wrong?
In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?
Learning Objective:
The case can be used for discussion around:
- Lessons learned for governance and management of complex organizations
- Strategic decisions and risk management under uncertainty, competitive dynamics and time pressures
- Leadership styles and impact on organizational culture, behaviour and risk of stress dysfunction
- Guardrails and conflict resolution between marketplace drivers and engineering development
- Nurturing an open organizational culture and alignment with business goals
- Crisis management
Published: Oct 24, 2021₹399.00 -
General Management Merger of Equals: The Amalgamation Story of Indian Bank and Allahabad Bank
On August 30, 2019, the Ministry of Finance of the Government of India (GoI) announced the consolidation of ten nationalized banks into four. As part of this move, Indian Bank and Allahabad Bank were to be merged into a single entity, and the new amalgamated bank had to start operations on April 1, 2020. Amalgamating two very different banks with thousands of branches and employees within a pre-set time window would be complex enough under normal circumstances, but the challenge was compounded by the advent of COVID-19 and the ensuing national lockdown in March 2020. Padmaja Chunduru, Managing Director (MD) & Chief Executive Officer (CEO) of Indian Bank, was given the formidable task of overseeing the amalgamation process. The case study describes the actual integration process in detail and the thorough planning and execution involved. It illustrates the role of the Integration Management Office (IMO) as a central point of information dissemination and an empowered body in the merger process. It also lays out the myriad challenges of the amalgamation process - personnel integration, IT/banking system management, branch rationalization, and customer integration, and the steps taken to tackle each one. The COVID-19 pandemic came as an unknown midway through the integration process and required Chunduru and her team to rethink several aspects of the integration plan and strategy. The case study concludes with the actual mechanics of the amalgamation process. With the worst of the COVID-19 crisis behind them, Chunduru looks towards building a bank of the future. Having undergone rationalization in several areas, Indian Bank not only emerged in a better financial state than before but also laid down its vision as a future-ready bank. How could the learnings from the integration process be made a continuous process and become part of the organization's DNA? These were the key questions facing Chunduru and her team.
- To deliberate and evaluate the best ways to plan, organize and implement the enormous task of merging two large, similarly-sized organizations.
- To emphasize the importance of careful and detailed integration planning, stakeholder management, and the role of leadership in a successful merger.
- To illustrate the critical role of well-defined organizational structures in supporting integration efforts.
- To deliberate how the bank can rebrand itself as a preferred bank of the younger generation.
Published: Aug 4, 2021₹399.00 -
General Management Ichko: In the Eye of a Cyclone
Mihir is the head of the Disaster Management Department for the fictional coastal state of Udan, in South India. He receives a weather bulletin from the Indian Metrological Department (IMD) about "Ichko," a cyclone that has suddenly changed course and is set to make landfall in the southernmost district of Iramuk in the next 24 hours. Mihir's department typically received early warning of such events, making it possible to mobilize the official machinery to mitigate the damage caused by the cyclone through a series of measures before, during and after the cyclone. In this case, with very little time on hand, Mihir has to work with Kiran, the district collector of Iramuk, to handle the complex crisis that threatens loss of life and widespread damage. The situation is complicated by the urgent need to alert a large number of fishermen who are at sea and beyond the reach of any communication channels. On the ground, other issues at the community and political level are making for an explosive situation: What if the fishermen lose their lives, and the government is seen as not having done enough?
Learning Objective
Learn MoreThe case can be used to teach crisis management during disasters and explore the often complex interplay of local situations that impinge on and hinder disaster response. The case talks about the need for (a) multi-stakeholder responses to managing disaster risks; and (b) a thorough prior understanding of the situation to enable an adequate and timely response. It discusses how unrelated and pre-existing issues could affect disaster responsiveness.
Published: Feb 8, 2021₹399.00 -
Operations Management Nizamabad Constituency 2019 Mega Elections (B): Engineering a Triumph for the Indian Electoral Machinery
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
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