Strategy Rural Prosperity in the Face of Climate Change: Mahindra Strives for Sustainable Strategies
This 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.
Published: Sep 1, 2022
To understand the business risks and opportunities presented by climate change and their implications for food and nutrition security, and livelihoods for rural communities.
To illustrate the Mahindra Group's efforts to address environmental challenges.
To discuss how Mahindra Group resolves the conflicting imperatives of profitability and sustainability.
To identify the traits of a regenerative business design that generates sustainable value.
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.
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.
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
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.
Published: Jun 9, 2021
- 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.
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
Published: Nov 30, 2020
- 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.
Entrepreneurship & Innovation Airport Service Transformation - Case of Delhi International Airport
Bringing service transformation is always a challenge for any organization. this is not anymore dependent upon the bifurcation of business as into product selling or service selling. All successful businesses are finally customer centric and experience centric. Rather They are focused on how and what the customers feel about the organization for them to want to enter into long term relationships with that company. The case of Delhi International Airport discusses the challenges faced by an entrepreneur to bring his business philosophy and values int reality. physical infrastructure is the tangible component ; behavior, attitude, empathy of the people serving the customers are intangible and critical components. Policies, Processes , Structure and Strategies are the part of the organization design. This case revolves around the complexities Rao faced and then addressed service culture issues in the face of socio economic and policy hurdles forms the learning from the case. This case posses important questions about linking the three key factors, i.e. functioning of th airport, involvement of the private player, evolution of PPP policy in India, with the vital aspect of customer service experience in the Indian airports. The case highlights the complexities of the Indian business environment where service thinking and customer centric service design are largely lacking. It focuses on the entrepreneurs decisions to align the various stakeholders to create service experience for airport customers.
To understand service transformation principles the challenges faced by an entrepreneur in large infrastructure sector in bringing about changes in the service mindset to enable the organization to transit from quality to excellence. Courses - Management Education & Executive Education. Focuses on understanding of Service experience creation challenges for private players operating under various PPP.Published: Mar 11, 2020
- Author Prachee Javadekar Remove This Item