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Entrepreneurship & Innovation Pink Lemonade: Establishing A Growth Mindset (B)Tina Garg, founder and CEO of a creative agency, Pink Lemonade, reflects upon her entrepreneurial journey of establishing a brand, growing the business from a small to a midsized firm, and partnering and scaling up to become a global firm. While planning for growth and expansion, she was at the critical juncture of rethinking her strategy. Garg faced the dilemma of positioning her firm differently while scaling up consistently across pricing, people, processes, and operations. Case B discusses how Pink Lemonade grew its business model and transformed its organizational structure. Strategy became a part of each vertical and each engagement with clients. Pink Lemonade adhered to the new normal of working with a hybrid workforce. The case discusses the changes introduced by Garg in pivoting the organization and taking business overseas, leaving the reader wondering if this would be a sustainable business model for Garg in the future.
Learning Objectives
Learn MoreThe scaling-up journey for any business comes with its own set of challenges. The cases emphasize the following: How entrepreneurs act as change agents in taking up new challenges and business opportunities. Understanding strategic business decisions such as firm positioning. The need to create a learning curve for employees by investing in mentoring and training. The need for effective people management and leadership skills. Growing a business and being open to collaboration. How organizations pivot their working models as the business environment changes.
Published: Jul 28, 2023₹399.00 -
Entrepreneurship & Innovation Pink Lemonade: Time to Refresh the Firm's Positioning (A)
Tina Garg, founder and CEO of a creative agency, Pink Lemonade, reflects upon her entrepreneurial journey of establishing a brand, growing the business from a small to a midsized firm, and partnering and scaling up to become a global firm. While planning for growth and expansion, she was at the critical juncture of rethinking her strategy. Garg faced the dilemma of positioning her firm differently while scaling up consistently across pricing, people, processes, and operations. Case A discusses how Pink Lemonade transitioned from a boutique communication agency to a strategic brand partner. It delves into the decision-making dilemmas that Garg faced while growing the firm and the actions needed to reposition the organization during the pandemic. Having worked on prestigious projects, she aimed to grow the ticket size of business engagements with existing clients. Garg confronted several challenges in scaling the business, as well as the risk of diluting the distinct organizational culture she had created over the years.
Learning Objectives
Learn MoreThe scaling-up journey for any business comes with its own set of challenges. The cases emphasize the following: How entrepreneurs act as change agents in taking up new challenges and business opportunities. Understanding strategic business decisions such as firm positioning. The need to create a learning curve for employees by investing in mentoring and training. The need for effective people management and leadership skills. Growing a business and being open to collaboration. How organizations pivot their working models as the business environment changes.
Published: Jul 28, 2023₹399.00 -
Entrepreneurship & Innovation The Wedding Clinic: How Wide or Deep to Integrate Interrelated Businesses?
It was the autumn of 2022, and Payal Tekchandani, cofounder and partner of The Wedding Clinic (TWC), sat down with her operations team in Pune, Maharashtra, to discuss the plan of action for the upcoming quarter. She had established TWC in 2017. It was a unique offering in medical aesthetics that enabled brides, bridegrooms, and their families to enjoy the best of skin and hair treatments. Payal's entrepreneurial journey included managing operations for diverse and unrelated businesses. She had stepped in to take charge of her family business nine years ago. Three distinct business entities-TWC, Tender Skin Products Pvt Ltd. (TSPPL), and Tender Skin International Cosmetology Academy (TSICA)-operated under the umbrella of Tender Skin International (TSI), a multispecialty skin clinic founded by her mother, Dr. Sonia Tekchandani, in 2003 in Mumbai. TSI also trained beauticians in skincare and manufactured skin care products. Using company-owned clinics, they had bootstrapped the business without external funding. Each clinic required high capital expenditure for operating and purchasing, and installing the machinery. Since Payal took over, business service revenues had quadrupled. However, given the dynamics of the changing business environment, the pandemic, and changing consumer behavior, it was time for Payal to rethink the business interlinkages. She wished to scale the clinics' operations and was facing a dilemma: should she open another center in Mumbai or focus on other cities? The latter option would mean seeking funding and adopting the franchise store model across the country.
Learning Objectives
- The interrelatedness between distinct businesses and the organizational factors that support the connections.
- Competitive advantages of organizations that create an inimitable business model.
- Risks associated with running multiple business units.
- Strategic decisions involved in scaling up businesses.
- Red ocean and blue ocean strategies.
- Entrepreneurial growth in a family business scenario.
Published: Jul 28, 2023₹399.00 -
Strategy Mrida: Nurturing The Love for Learning Among Tribal Children in India
The case documents the challenges of Priya Nadkarni and Digvijay Singh, the cofounders of Mrida Education and Welfare Society (MEWS). Recognizing the need for intervention at a much early stage of learning to alter the mindset and nurture a love for learning, the duo established the Riverside Natural School (RNS) under MEWS in 2016. RNS introduced innovative teaching models drawing on the tribal children's innate cultural capital and core strengths by integrating sports, computers, robotics, and other new-age technologies with the conventional formal education curriculum. The aim was to make the tribal children of the Mandla district in Madhya Pradesh develop a love for learning, gain worldly exposure, develop higher aspirations to become education-oriented, and thus be ready to take up jobs without any inhibitions. In this process, they identified the inherent socioeconomic issues and started addressing them. The program started showing results, beneficiaries grew in number, and outcomes improved.Also, public and private partnerships started building up for MEWS. What started with pre-primary to class four expanded to offer the program up to class seven. As children at the RNS started progressing to higher classes, Nadkarni and Singh felt the need to transition to a fully residential higher secondary school. This warranted extensive investment in infrastructure. With a nearly fully subsidized service model and reliance on donations, predominantly from individuals, Mrida had to mobilize funds for its expansion. In addition to funding, Nadkarni and Singh stared at a formidable human resources (HR) challenge compounded by the project's non-profit nature and geographic location.
Learning Objectives
Learn MoreThe case will help students:
- use the Theory of Change (ToC) methodology to plan, execute, and evaluate change,
- strategically leverage cross-sector partnerships to scale social impact,
- make use of the various funding options, being fully aware of limitations and considerations while operating a non-profit organization (NPO), and
- analyze and understand the typology of the HR architecture of NPOs and manage the HR challenges of an expanding NPO.
Published: Jul 10, 2023₹399.00 -
Strategy Farm Laws 2020: Battle of Wits or More?, Supplementary Reading
Supplement for Case ISB350
Learning Objectives
From the case discussion, students will be able to:
- Understand the concept and application of Kotter's 8 Step Model of Change.
- Understand the concept and application of Kurt Lewin's Force Field Analysis.
- Understand the importance of a change agent in the change management process.
- Understand the concept and application of the Architect Pilot Scale Implement 1 (APSI) Framework.
- Understand the concept and application of the Awareness Desire Knowledge Ability Reinforcement2 (ADKAR) Model.
- Understand the concept of risk assessment and its management.
Published: Jan 15, 2023₹399.00 -
Strategy Farm Laws 2020: Battle of Wits or More?
This case can be utilized to highlight the importance of the various aspects and stages of the change management process. The case follows the farmer's protest against the three farm laws introduced by the Government of India in 2020. It retraces the events that led the government to repeal the three farm laws on November 19, 2021. The case does not have a protagonist; however, role plays can be used in the class to draw attention to the points of conflict in the case. The case highlights the missteps of the Government of India at various levels in the change management process related to the three farm laws. The government's oversight in assessing the risk of resistance to the farm laws is also emphasized in the case. The case also identifies how the farm unions were able to initiate and sustain the protest for almost a year (which too, is an example of change management). The case at no point attempts to comment on or analyze the merits of the three farm laws framed by the Government of India. The case indicates that a change was imperative, but a judgment on the appropriateness of the three farm laws is beyond the scope of this case.
Learning Objectives
From the case discussion, students will be able to:
- Understand the concept and application of Kotter's 8 Step Model of Change.
- Understand the concept and application of Kurt Lewin's Force Field Analysis.
- Understand the importance of a change agent in the change management process.
- Understand the concept and application of the Architect Pilot Scale Implement 1 (APSI) Framework.
- Understand the concept and application of the Awareness Desire Knowledge Ability Reinforcement2 (ADKAR) Model.
- Understand the concept of risk assessment and its management.
Published: Jan 15, 2023₹399.00 -
General Management Hyper Island: A Creative Business School's Disruptive Maneuvers to Hold its Ground in the Education Landscape (B)
Set in two parts the case documents the manoeuvres of a creative digital business school, Hyper Island (HI). Part A is set in December 2019 and narrates the biased decisions HI to pursue a flawed business model. The case is discussed from the perspective of Melanie Cook, the Asia-Pacific Managing Director of HI in Singapore. Cook played a key role in HI's strategy team. In 2017, HI launched a consulting service to design and deliver bespoke learning journeys for its corporate clients to generate more revenue and create a unique competitive advantage. Since it overlooked the potential pitfalls due to prolonged sales cycles and resultant costs, HI landed in financial troubles. Cook and her team faced the dilemma of abandoning the consultancy business model and switching to a new business model that would shorten the sales cycle, slash costs, and bring in more revenue. Part B of the case documents how pivoting to a productized business model helped HI gain revenue growth and improve its bottom line. While the course correction saved HI from imminent financial failure, new challenges emerged. Cook had to find means of keeping the employees engaged and securing their buy-in to drive the productized business model.
Learning Objectives:
By reading and discussing the case, students will learn how to:
- avoid bias in decision-making
- pivot successfully for sustained growth
- productize services for profitability and competitive advantage
- remain customer oriented for successful productization
- secure organization buy-in and engage employees during pivoting
Learn MorePublished: Aug 2, 2022₹399.00 -
General Management Hyper Island: A Creative Business School's Disruptive Maneuvers to Hold its Ground in the Education Landscape (A)
Set in two parts the case documents the manoeuvres of a creative digital business school, Hyper Island (HI). Part A is set in December 2019 and narrates the biased decisions HI to pursue a flawed business model. The case is discussed from the perspective of Melanie Cook, the Asia-Pacific Managing Director of HI in Singapore. Cook played a key role in HI's strategy team. In 2017, HI launched a consulting service to design and deliver bespoke learning journeys for its corporate clients to generate more revenue and create a unique competitive advantage. Since it overlooked the potential pitfalls due to prolonged sales cycles and resultant costs, HI landed in financial troubles. Cook and her team faced the dilemma of abandoning the consultancy business model and switching to a new business model that would shorten the sales cycle, slash costs, and bring in more revenue. Part B of the case documents how pivoting to a productized business model helped HI gain revenue growth and improve its bottom line. While the course correction saved HI from imminent financial failure, new challenges emerged. Cook had to find means of keeping the employees engaged and securing their buy-in to drive the productized business model.
Learning Objectives:
By reading and discussing the case, students will learn how to:
- avoid bias in decision-making
- pivot successfully for sustained growth
- productize services for profitability and competitive advantage
- remain customer oriented for successful productization
- secure organization buy-in and engage employees during pivoting
Learn MorePublished: Aug 2, 2022₹399.00 -
Human Resource Management The Great Union Journey: Amalgamation of Union Bank Of India, Andhra Bank, And Corporation Bank
Set in April 2021, the case study traces the process of amalgamation of the Union Bank of India (UBI) with the erstwhile Andhra Bank (e-AB) and Corporation Bank (e-CB) following the announcement by the Ministry of Finance (MoF), Government of India (GoI), on August 30, 2019. With the Amalgamation Effective Date set as April 1, 2020, Rajkiran Rai G., the Managing Director (MD) and Chief Executive Officer (CEO) of UBI, who oversaw the amalgamation project was faced with formidable challenges. The banks had distinctive cultures and values. While UBI was pan-national, the employee and customer compositions of the e-AB and e-CB reflected their regional dominance. The case documents how Rai and his team successfully integrated people, products, policies, cultures, technology, and customers within a stringent and short timeline. It describes the sustained efforts to unify employees under a common identity and align them toward the shared vision of becoming the best in the industry. The case provides an overview of the differentiated measures undertaken by Rai and his team to engage the different stakeholders, the governance structure for decision making and implementation, comprehensive measures to ensure transparency through communication and access to resources, meticulous planning, delegation, monitoring, and course corrections in the face of obstacles. One year after the AED, the financial performance of UBI testified to the success of the amalgamation. However, Rai had to foster a customer-centric and performance-oriented culture at UBI. He had to fortify the bank’s future prospects by institutionalizing the learnings from the transformation. As the bank embraced digital transformation more frequent changes were imminent. Rai had to tackle the challenge of building an agile, mission-driven, and learning-oriented organization.
Learning Objectives:
By analyzing the case, participants will learn to
- address the concerns of the different stakeholders in mergers and acquisitions,
- lead organizational transformation in general and overcome the challenges of transforming public-sector entities,
- promote collaborative cultures despite diverse backgrounds and priorities
- foster a learning culture in an organization -implement measures to enhance organizational agility.
Published: May 30, 2022₹399.00 -
Strategy Jet Airways: Tale of Their Takeoff and Crash Landing
The case, set in April 2019, follows the managing director of an investment firm that is deliberating whether to invest in Jet Airways. It is the day after the airline halted their operations, and our protagonist, Surjit Trivedi, Managing Director of a Mumbai-based private equity firm, the Agile Group, is headed for a meeting where his team of analysts and strategists are presenting their evaluation of Jet Airways. Trivedi must decide whether to invest in the airline or not as he is due to present the proposal to the board of the private equity firm he works for. He does not want to make a wrong investment and jeopardize the firm's future and his forthcoming promotion. The case follows the rise and fall of Jet Airways. Civil aviation in India has changed tremendously over the past 20 years, both from the consumer and service provider standpoints. This change was due to factors such as globalization, the higher disposable income of Indians, government initiatives, travel enthusiasm among millennials, and so on. With India expected to become third-biggest aviation market by the year 2025, the number of players in the market increased, with both indigenous and global competitors in the fray. Despite positive industry indicators, two major airlines were forced to halt operations in the last decade, Jet Airways being one of them. The case can be used to scrutinize the reasons for Jet Airways' downfall such as their acquisitions and alliances, the decisions of their founder Naresh Goyal, and Jet Airways' response to the challenge posed by low-cost carriers (LCCs) in India. Moreover, the case can be utilized to analyze how the consortium of banks led by the State Bank of India (SBI) handled the Jet Airways crisis.
Learning Objectives:
Analyze and evaluate the rationale for and implications of alliances and acquisitions. Understand the concept of Porter's Five Force model and SWOT analysis. Analyze and evaluate various types of leadership styles. Calculate liquidity, profitability, and solvency ratios with an emphasis on the return on common equity ratio and DuPont analysis. Discuss the Insolvency and Bankruptcy Code of India
Learn MorePublished: Feb 23, 2022₹399.00
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