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Strategy Rural Prosperity in the Face of Climate Change: Mahindra Strives for Sustainable StrategiesThis case illustrates the efforts of the Mahindra Group's Agri Business and Farm Equipment divisions to drive sustainability-oriented action aimed at improving the lives of rural communities and preparing them to adapt to the impacts of climate change. It briefly describes the far-reaching consequences of climate-related disasters in terms of loss of food and nutrition security; livelihood; crop production; and losses in manufacturing, especially in developing countries such as India that are highly reliant on agriculture. The approach adopted by the Mahindra Group to tackle challenges in agriculture, such as water scarcity, food wastage, and energy-intensive practices, through affordable and energy- and resource-efficient technology is discussed. There are intense deliberations among the leaders of the Mahindra Group businesses about the way forward and concerns regarding climate-friendly innovations, which, from the perspective of the Chairman, ultimately translates into creatively reconciling the conflict between environmental goals and profitability goals. The Chairman and the Chief Sustainability Officer are firm in their belief that there are immense business opportunities in aggressively implementing sustainable practices. The leadership of the Mahindra Group is deliberating on how they can collaborate with rural communities and devise ways to improve farm-to-market linkages, reduce the costs of farm inputs, and scale up energy-efficient technology.
Learning Objectives:
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To understand the business risks and opportunities presented by climate change and their implications for food and nutrition security, and livelihoods for rural communities.
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To illustrate the Mahindra Group's efforts to address environmental challenges.
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To discuss how Mahindra Group resolves the conflicting imperatives of profitability and sustainability.
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To identify the traits of a regenerative business design that generates sustainable value.
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To explore the applicability of key frameworks such as sustainable business model innovation and the Doughnut Economics model to the Mahindra Group's Agribusiness and Farm Equipment businesses.
Published: Sep 1, 2022₹399.00 -
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General Management Krishnapatnam Port: Capitalizing on the Opportunity to Create a Greenfield Port in South India
Set in 2005 in Hyderabad, India, the case revolves around the dilemma facing Chinta Sasidhar, a young entrepreneur and Director of Navayuga Engineering Company Limited (NECL), who was presented with an unexpected opportunity to develop Krishnapatnam Port, a greenfield seaport on the east coast of India. Sasidhar had to decide whether or not to take on the mammoth infrastructure project with all of its associated challenges, or continue working on the transformation of NECL's traditional business. Sasidhar met with Srinivas Vallabhaneni, a seasoned entrepreneur whom he regarded as an advisor, and told him about his predicament. They discussed Sasidhar's dilemma over a game of golf, the conversation taking several different turns over the course of their game. Through a series of thought-provoking questions, the case lays the framework for a thorough evaluation of the new opportunity- what Sasidhar needs to do in order to decide whether or not to go forward with the port project. This is the crux of the case-evaluating an entrepreneurial opportunity in the infrastructure sector in India.
Learning Objectives:
In the context of developing and managing a large infrastructure project the case will enable participants to: Learn about opportunity evaluation Understand entrepreneurial risk Identify and understand the need for and challenges involved in developing a brand for a major infrastructure project (in this instance, a new seaport) in the context of intense competition (in this case from existing ports in India and proximate international ports).
Learn MorePublished: Jun 10, 2022₹399.00 -
Strategy Hopes Critical Care: Scale-up of a Tele-Intensive Care Solution
The case is set in 2021 and follows the journey of Dr. Shailesh Jhawar, an intensivist trained in the United Kingdom, who returned to India to join his father, Dr. Shiv Bhagwan Jhawar, at Apex Hospitals in Jaipur, Rajasthan, which his father had founded in 1994. The case describes Jhawar's efforts to improve patient outcomes in critical care with the tele-intensive care unit (tele-ICU) model. It takes the reader through Jhawar's journey from the time he discovered the need for tele-ICU and understood the various facets of its implementation to the establishment of Hopes Critical Care (HCC) as a tele-ICU provider and the induction of the first few ""spoke"" hospitals into the tele-ICU network. The case then describes the dilemmas confronting Jhawar as he sought to scale up HCC. Students are encouraged to use their critical thinking skills to design a strategic framework for identifying domains with the greatest potential for adopting and growing the tele-ICU model. First, the case acts as a resource for classroom discussion on what Jhawar should do differently during the next implementation, given the failure of the pilot at the Sky Lifeline Multispecialty Hospital. Second, the case enables the instructor to introduce the concept of the business model canvas, a strategic management tool used to present a business plan in a straightforward and structured way. By developing the business model canvas for the tele-ICU business, students can gain insights into the customers, value proposition, channels, revenue, cost streams, etc., of the business. This case will also introduce students to quantitative (using the net present value, or NPV) and qualitative tools to evaluate the revenue model used in the associated business model.
Learning Objectives:
The objective of this case is to study an innovative business model, the tele-ICU model, which enables an intensivist to remotely manage 60-80 critical care patients across multiple locations from a command center in contrast to 10-12 patients managed by an on-location intensivist. The case covers various aspects of executing and scaling up a tele-ICU model, including crafting an innovative business model, navigating the barriers to adoption, and crafting a robust growth strategy.
Learn MorePublished: May 27, 2022₹399.00 -
Strategy Transforming Maternal and Newborn Healthcare in India Through Midwifery: The Fernandez Foundation Initiative
The case explores the promises and challenges of Public-Private Partnerships (PPPs) in the Indian Healthcare system. India has a high maternal mortality rate, poor doctor-to-patient ratio, rising C-section rates, absence of last-mile access to quality maternal healthcare. In this context, Dr. Fernandez, a veteran in maternal healthcare, believes that midwifery is a workable solution to these widespread problems. However, to have an impact both in terms of and financial sustainability, government support is essential. Dr. Fernandez thinks that a PPP may be the best way to create many well-trained and professional midwives in the country. However, given India's complex healthcare structure, it is not easy to get acceptance and commitment from all the states for government schemes. Problems such as frequent changes in the bureaucratic leadership often disrupt the implementation of schemes. Another challenge is the mindset of birthing mothers, the obstetric community, and family members who view the medicalization of birthing as acceptable. Dr. Fernandez has to overcome multiple challenges. She has to address obstetricians' pushback while changing birthing mothers' mindsets and continually motivate the midwives her team had trained. Regarding the PPP, she has to evolve a plan to fast-track the rollout of the PPP model, ensure that the complex PPP involving multiple stakeholders works effectively, she has to address the roadblocks to the implementation of the PPP initiative, and design mechanisms to monitor progress.
Learning Objective:
The case requires students to deliberate on India's PPP policy environment regarding maternal healthcare. The challenges that a private partner may face in working with the government. It highlights the mutual advantages of PPP, develops an understanding of designing and implementing sustainable, high-quality health training centres in low-resource settings. Identify the need for task shifting to address healthcare workforce shortages in Indian healthcare delivery.
Learn MorePublished: Sep 23, 2021₹399.00 -
Entrepreneurship & Innovation To Dare or Not to Dare: The Story of an Entrepreneur's Passion - The Case of Delhi International Airport
This case studies the unique traits of a serial entrepreneur through the story of Indian entrepreneur G. M. Rao, Chairman of the GMR Group. It describes Rao's entrepreneurial journey from 1978 to 2003. He started his enterprising journey with small jute, diversified into many new business in the following decades. GMR infrastructure group grew to become the significant player in the energy, airports, highways and urban infrastructure sectors. In 2003, Rao had his eye on an ambitious opportunity. He wanted to make a bid for the Delhi airport modernization project that had been announced by the government. This idea sparked much debate among his senior leadership team. The case explores the challenges that an entrepreneur faces in convincing his team and the board of the company to subscribe to his vision and pursue goals that are based on his gut feeling. This case presents his decision dilemma on whether to bid for the Delhi airport project or not. It also presents the dynamics of Indian Airports sector and emergence of public private partnership policy. It was the beginning of the PPP in airport sector which is also the public utility under service sector. Entrepreneur Ecosystem was evolving, infrastructure financing was at nascent stage. Case presents the dilemma Rao faced who always wanted to create the national asset for India. It's a case presenting the passion and patriotism pushing GM Rao to go for next big challenge.
Learn MoreLearning Objective
- To study the characteristics of a serial entrepreneur, drawing lessons from the journey of G. M. Rao and the GMR Group,
- To study how passion and entrepreneurial abilities fuel entrepreneurship and guide the entrepreneur in taking calculated risks,
- To understand the difference between an "entrepreneur mindset" and an "administrator mindset", and
- To understand the qualities of a Level-5 leader that are essential to enroll people with diverse perspectives in the leader's vision.
Published: Jun 9, 2021₹399.00 -
Entrepreneurship & Innovation Basic Healthcare Services: An Innovative Model for Primary Healthcare Delivery in Rural India
Set in the year 2019, this case looks at the development of Basic Healthcare Services (BHS), a primary healthcare organization in India based out of Udaipur, Rajasthan, and its efforts to achieve sustainability. This case sheds light on the state of primary healthcare in India and, in doing so, unravels the underlying challenges of setting up and running a privately-led primary healthcare delivery organization in rural India catering to people at the bottom of the pyramid. It shows how building physical infrastructure alone is not enough to provide last-mile primary healthcare coverage to people living in the rural hinterlands. BHS, under the leadership of its Founder-Director Dr. Pavitra Mohan, engaged with rural communities to build their trust in allopathic healthcare and wean them away from pseudo-practitioners, and created systems that would address their health needs. This case gives readers a glimpse of Mohan's formative years and the many challenges he had to overcome to realize his vision of providing affordable and accessible last-mile healthcare. One of BHS's successful strategies was to engage with the communities it served and forge meaningful collaborations. A small but dedicated team of healthcare professionals and community workers delivered compassionate care and conducted outreach in poor rural communities. It relied on grant aid to finance its operations. The primary issue confronting BHS in 2019 was how to achieve financial viability and catalyze the growth of the organization.
Learning Objective
Learn More• To understand the underlying issues and challenges in delivering primary healthcare to the poorest of poor in the rural parts of India • To understand the business model of a privately-led primary healthcare organization • To understand the role of collaboration and stakeholder engagement for the success of a healthcare organization that operates in a resource-constrained environment
Published: Nov 30, 2020₹399.00 -
Entrepreneurship & Innovation The Public-Private Partnership Hurdle Race: The Case of Delhi International Airport
The case "The Public-Private Partnership Hurdle Race: The Case of Delhi International Airport" is about the various challenges faced by the GMR Group who was the private partner in the Delhi Airport Modernization project. The modernization of the Delhi international airport was done under a public-private partnership (PPP). The GMR Group won this bid for the development and modernization, becoming the first private player to work with the government on an airport development venture under the PPP model. Through the experience of the GMR Group, related by its Chairman, G. M. Rao, the case explores the various setbacks and challenges to project implementation posed by the nascent and evolving PPP policy environment in he country. At the same time, the case also presents the government's viewpoint and efforts to deal with the evolution of the aviation sector in India by strengthening the PPP framework. Further, the case underlines the importance of having a strong, well-defined, unambiguous and forward looking policy environment for the successful implementation of PPP projects in India. The case also presents the complexities of making policy decisions in a democratic political system such as India's
Learning Objective
Learn More- To understand the PPP policy environment in India with reference to airport infrastructure development.
- To examine the relationship between public and private players under the PPP framework.
- To evaluate the key challenges that can arise in a large PPP project due to policy uncertainty and consequent issues at the time of project implementation.
Published: Nov 30, 2020₹399.00 -
Operations Management Software Acquisition for Employee Engagement at Pilot Mountain Research
We crafted the case study "Software Acquisition for Employee Engagement at Pilot Mountain Research " for use in Business Marketing, Buyer Behavior, or Operations Management courses in undergraduate, MBA, or Executive Education programs. The Pilot Mountain Market Research (PMMR) case study provides students with the opportunity to examine how buying decisions can be made utilizing online digital tools that are increasingly available to business-to-business (B2B) purchasing managers. To do so, we created fictitious research studies and data to realistically portray the kinds of information that are publicly available to B2B purchasing managers on the Internet today. In this case study, we introduce students to fit analysis, coding quality technical assessment, sentiment analysis, and ratings & reviews analyses. Students are challenged to integrate findings from these diverse analytical tools, combining both qualitative and quantitative data into concrete employee engagement software (EES) purchasing recommendations.
Learning Objective
Learn More1. Evolving criteria for selecting a software package for organization-wide procurement in a B2B purchase decision context 2. Appreciate increasing digitalization of businesses 3. Understand importance of employee engagement in organizations and what an organization could do to enhance employee engagement among its workforce 4. Understand decision making processes in the context of digitalisation of businesses
Published: Aug 17, 2020₹399.00 -
Entrepreneurship & Innovation Cloudphysician: A Collaboration between Man and Machine to Save LivesSet in 2019, the case traces the journey of Cloudphysician, a four-year old healthcare start-up offering comprehensive remote monitoring and advisory solutions to intensive care units (ICUs) of hospitals in India. The primary beneficiaries of the start-up's services were hospitals in tier-2 and tier-3 cities and towns across India, particularly smaller hospitals, which did not have emergency care in their ICUs, which resulted in high mortality rates. Cloudphysician team built a solution that significantly increased the capacity and capabilities of doctors in charge of ICUs at these hospitals. Cloudphysician developed a sophisticated technology using a combination of new age technologies such as computer vision, artificial intelligence (AI), machine learning (ML) and analytics. More than a dozen paying hospitals were reaping the benefits of Cloudphysician as its customers. Having demonstrated the proof of concept, its founders hoped to rapidly scale up the number of hospitals adopting its solution. The case tells the story of the start-up and its founders, starting from the origin of the idea. The founders were facing several dilemmas about scaling the business, expanding the scope and scale of technology-enabled solutions, potential scaling issues, an uncertain regulatory landscape, and probable competitors. This case could be used in courses on strategy, entrepreneurship or technology disruption in the healthcare industry in both MBA and executive education programs. While the case has relevance in both developed and developing world contexts, what is unique about it is that the business concept of the firm arose out of a resource-constrained environment characteristic of emerging markets. The Teaching Note provides a framework for the instructor to navigate the case discussion in an effective manner in a typical 90-minute session.
Learning Objective
Learn More• Understand the nuances of the entrepreneurial mindset required to start a healthcare venture, the factors that drive entrepreneurs to leave behind lucrative, comfortable, low-risk professional jobs to strike out on their own, and the importance of preparation in improving the odds of success of a new venture • Appreciate the relevance of the principles of effectuation in entrepreneurial success • Comprehend the challenges of building a "productized solution" to achieve good product-market fit in a complex healthcare system • Understand the possible reasons for the failure of similar efforts and how the founders of Cloudphysician anticipated potential pitfalls and found ways to minimize the odds of failure • Understand the healthcare landscape in emerging markets such as India and the opportunities they present • Compare and contrast healthcare systems in developed countries and emerging markets • Learn how to leverage new age technologies to develop innovative solutions that can enhance human capabilities to solve significant real-world problems and motivate aspiring entrepreneurs to embark on similar journeys to create a better and more equitable world
Published: Jul 24, 2020₹399.00 -
Entrepreneurship & Innovation L. V. Prasad Eye Institute: Innovating the Business of Eye Care
The case delineates the journey of L.V. Prasad Eye Institute (LVPEI), which evolved to become the biggest rural eyecare network, and it is amongst the most well-known eyecare providers in the world. Established in the year 1987 in the city of Hyderabad, India, LVPEI had been known internationally for its quality of eye care. As part of its vision, it treats half of its patients free of cost by adopting the cross-subsidization model. It developed the unique 'Pyramid Model' to serve the last mile population. The subject of Strategy and Innovation is riddled with paradoxes. A paradox is typically a pair of opposites, that have to be creatively reconciled, ensuring that both the opposites are simultaneously true. The case is set in the year 2018, and the key highlight of the case is to showcase how LVPEI has reconciled the hierarchy of paradoxes, i.e., strategy paradoxes, and innovation paradoxes during its 30 years journey and achieved excellence in eye care. The vital question of how LVPEI can sustain continued innovative excellence has emerged now. The senior management of LVPEI has to chart their way forward for the coming 30 years, reconciling the hierarchy of paradoxes. These paradoxes are elusively described in the case. Students would need to identify the paradoxes and think through LVPEI's journey ahead by reconciling them.
Learning Objective
Learn MoreThis case is ideal for modules on strategy, entrepreneurship, innovative business models, innovation in health care, leadership, and strategic thinking for both MBA and executive MBA participants. Specific objectives of the case are: To understand the strategic and innovation paradoxes; How to foster innovation in an organization; Discuss an innovative Business model (cross-subsidization) in healthcare; Staying true to the founder's core purpose in the face of leadership change.
Published: Apr 7, 2020₹399.00
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