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Operations Management Technology Decision-Making in a Semi-Urban ICU: An Intensivist's DilemmaSet 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 -
Operations Management The Hyderabad Metro from Idea to Execution: The World's Largest Metro Rail Project under a Public Private Partnership
The Hyderabad Metro Rail project, executed through a complex PPP model, presented unique challenges. Reddy and his team encountered significant obstacles, including resource constraints, a volatile political climate, and the intricate task of aligning various stakeholders. Through innovative financial models, advanced engineering solutions, and strategic stakeholder management, the team successfully navigated these hurdles and completed the first phase of the project. This case provides valuable insights into managing large-scale infrastructure projects through a PPP framework. How did Reddy and his team balance the interests of diverse stakeholders? What lessons can project managers draw from this experience to effectively handle the complexities inherent in massive, multifaceted projects such as the Hyderabad metro?
Learning Objectives
Learn More- Navigating the challenges and complexities of managing large-scale infrastructure projects in urban environments.
- The importance of stakeholder management in the successful execution of large-scale projects.
- The complex nature of PPP projects and their sheer scale.
- The temporal challenges of such a large project, including integrating overcoming obstacles
- Managing nonlinearity in project planning investments to project plans, and drawing up contingency plans.
- Executing a vision and strategy in project management
Published: Feb 20, 2025₹399.00 -
Strategy Logy.AI: Revolutionizing Oral Health Through Artificial Intelligence
Capitalizing on the digitalization trend, Logy.AI captures a substantial market in the Indian and Nigerian oral healthcare space, earning a revenue of US$110,000 in FY 2023. The company's international and domestic adoption, which exceeds 200,000 within a year, demonstrates its significant influence and growth potential, while the anticipated 173% growth in FY 2024 signals a clear path to profitability, steering toward financial sustainability while expanding its market presence. Priyanjit Ghosh, Co-founder and CEO of Logy.AI, recalls the path to building Logy.AI. While driving home from a party to celebrate his team's efforts and the impact their solution had made, the exchange of ideas between the founders sparks a profound thought about Logy.AI's way forward. How do they revolutionize the oral healthcare market for their growth journey? Should Logy.AI look beyond oral care to explore AI solutions for other healthcare problems? Should they penetrate new markets with the AI-based oral detection solution they already have? What should be their growth strategy and operating model?
Learning Objectives
Learn MoreBy working through the case and its discussion questions, students will have an opportunity to: - identify suitable growth strategies - assess the critical dimensions and the associated implications of building a marketplace, - explore the operating model of platform-based businesses, and - evaluate the key capabilities required at each stage of an entrepreneurial journey.
Published: Mar 25, 2024₹399.00 -
OB and Leadership Aadhaar: The Digital Multiplier of the Indian Economy
This case study underscores the complex problem-solving using digital transformation and associated change management. The case was set at the beginning of 2022 when the Chief Executive Officer of the Unique Identification Authority of India (UIDAI) reflected on the digital transformation enabled by the implementation of Aadhaar, a unique 12-digit identity number every Indian resident can apply for. The case study describes the various phases of the implementation and its consequent multiplier effect on the country. Given the immense success of Aadhaar (deployed across about 1.3 billion residents) and its pivotal role in India's digital journey, implying benefits for the public and private sectors, it is important to contemplate on the next steps for its future.
Learning Objective
- Understand complex problem-solving and the associated multiplier effect.
- Decode long-term implications of digital transformation for public and private sector benefits.
- Appreciate complex projects' challenges, design, and implementation involving multiple stakeholders from different backgrounds.
- Assess the social impact of a mega project such as Aadhaar, which played a key role in digitalizing the Indian service infrastructure.
Published: Jun 19, 2023₹399.00 -
Entrepreneurship & Innovation Wat-a-Burger: Aiming for Growth in a Volatile, Uncertain, Complex, and Ambiguous (VUCA) Environment
Wat-a-Burger, a quick service restaurant chain, was incorporated by Rajat Jaiswal and Farman Beig on February 14, 2016. Their burgers, customized to suit the Indian palate, were their unique selling proposition. As envisioned by the founders, from 2016 to 2019 the brand quickly expanded and grew to over 60 outlets in 21 cities and 11 states. In mid-2019, they formulated a plan to expand to 150 outlets and aimed to serve more than 25,000 orders per day by mid-July 2021. The company was in general growing according to the founders' plan until the COVID-19 pandemic hit India and the lockdown was imposed in March 2020. The COVID-19 crisis caused a Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment. Due to multiple waves of the pandemic, lockdowns, and the associated government regulations, the revenue of the company in the financial year 2020-21 declined by almost 56% relative to that in FY 2019-20. The following questions troubled the founders: Adopt an aggressive expansion strategy as initially envisaged or go slow and survive the VUCA environment for now? See the VUCA environment as an opportunity? How can a win-win value proposition be created at this point so that potential partners continue to get added to the network?
Learning Objectives- Understand the dimensions of VUCA, as applicable to an entrepreneurial venture in the quick service restaurant (QSR) space.
- Understand how the business model of a fast-growing start-up in the QSR industry can change in a VUCA environment.
- Understand and discuss the franchise model and appreciate the differences between a franchise and a company-owned outlet model.
- Examine how to prepare a pitch deck and present it to potential investors.
Published: Jul 10, 2023₹399.00 -
Operations Management Artificial Intelligence for Improving the Procurement Experience of Non-Stock Items at Indian Railways
During the summer of 2021, Sumana G., Chief Technology Officer of South Central Railway, was reviewing the annual productivity reports of field employees. This was an annual exercise that was crucial to central planning as it helped identify potential weaknesses and possibilities for improvement. Sumana knew that evaluating the productivity of store personnel would be the most challenging task because Indian Railways (IR) managed over 280,000 items stocked in 215 depots across the country. While reviewing the time sheets, Sumana quickly realized that field officers were spending a significant time amount of time on materials purchase, especially items purchased locally by field offices. On further inquiry, field officers revealed that retrieving data from the stores database based on item descriptions posed considerable challenges, and in most cases, the search results were not very useful. Sumana was quick to realize that an artificial intelligence (AI)-based search engine could solve this problem.
Learn MoreLearning Objectives
The central objectives of the case are the following: Understand the material management system challenges of large, geographically dispersed corporations that maintain massive inventories. Discuss the practical applications of AI-based solutions and various text-based clustering techniques. Understand the complexities of a text-based clustering problem, especially the limitations of a lexical similarity-based approach and the advantages of a hybrid approach.
Published: Mar 27, 2023₹399.00 -
Operations Management Account Opening in Blue Bank - Part A: Process Visualization
The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.
Learning Objectives
The central objectives of the case (Part A and B) are the following:
- Understand how to map a process by using flowchart and swim-lane process mapping techniques.
- Facilitate critical thinking and decision-making through root cause analysis by using qualitative and quantitative analysis.
- Understand how to validate root causes by using statistical and graphical tools.
Published: Mar 31, 2023₹399.00 -
Operations Management Account Opening in Blue Bank - Part B: Root Cause Analysis
The fictional case is set in 2023 when Blue Bank, a rural retail bank, was set up to respond to the economic distress surfacing in the U.S. state of Mississippi. The motivation was to reduce the proportion of unbanked adults in the rural parts of the state and thereby create a primary credit supplier to businesses for economic development. The case, which focuses on solving the higher turnaround time (TAT) problem of the account opening process at Blue Bank, is presented in two parts, with Part A focusing on the process lens and Part B on the data lens. In Part A of the case, Jim Chenault reviewed the progress of the bank's performance in June 2022. The start was successful, with 40 branches opened in the rural parts of the state. However, the 48 hour promise that the bank made to customers for account opening was often violated, as the decision-making steps, handoffs, and transactional activities associated with account opening concealed process deficiencies. Chenault wondered if he could map the process to understand it end to end.
Learning Objectives
The central objectives of the case (Part A and B) are the following:
- Understand how to map a process by using flowchart and swim-lane process mapping techniques.
- Facilitate critical thinking and decision-making through root cause analysis by using qualitative and quantitative analysis.
- Understand how to validate root causes by using statistical and graphical tools.
Published: Mar 31, 2023₹399.00 -
IT Management An Artificial Intelligence (AI)-Based Disruptive Innovation in Cataract Screening: The Case of E-Paarvai
This case examines the vital social problem of the rising incidence of cataracts in India, especially in the elderly population. It describes the design and deployment of e-Paarvai, an AI-based digital health solution in more than 30 districts of rural Tamil Nadu, India, which helped screen about 25,000 cataract patients within ten months of its launch. It describes how design thinking and digital intervention could lead to effective health service delivery for social good. Specifically, this case focuses on: (1) elements of a service ecosystem, (2) the characterization of various personas and customer journey maps using design thinking (3) the application of emerging digital technologies like AI to solve challenging, complex social problems.
Learning Objectives
Learn MoreThe key learnings involve understanding the complex nature of the service ecosystem, design thinking, persona and customer journey mapping, and digital technology design and deployment in healthcare, service contexts. By working through the case, participants could appreciate how emerging digital technologies like AI could solve complex problems.
Published: Mar 28, 2023₹399.00 -
Operations Management Telangana Graduates’ MLC Elections 2021: Handling Known and Unknown Uncertainties
The case is centered around the timeline of the Telangana graduates’ MLC elections 2021, which were held against the backdrop of a known unknown: the COVID-19 pandemic. The electoral officials had to be mindful of the numerous security protocols and complexities involved in implementing the election process in such uncertain times. They had to incorporate additional steps and plan for contingencies to mitigate risks while executing the election process. Halfway through the election planning process, it became clear that the number of voters and candidates was unprecedentedly large. This unexpected development necessitated a revision of the prior plan for conducting the elections. Shashank Goel, Chief Electoral Officer (CEO), and M. Satyavani, Deputy CEO, were architecting the plan for conducting the elections with an unexpectedly large number of voters and candidates under pandemic-induced disruptions. Goel was also reflecting on how to develop contingency plans for these elections, given the uncertainty produced by unforeseen external factors and the associated risks. Although he had the mandate to conduct free and fair elections within the stipulated timelines and was assured that the required resources would be provided, several factors had to be considered. According to the constitutional guidelines for the graduates' MLC elections, qualified and registered graduate voters could cast their vote by ranking candidates preferentially. Paper ballots had to be used because electronic voting machines (EVMs) could not handle preferential voting. The scale and magnitude of the elections necessitated jumbo ballot boxes. To manage the process, the number of polling stations had to be increased, and manpower had to be trained. Further, the presence of healthcare workers to ensure the safety of voters and the deployed staff was imperative. The Telangana CEO’s office had to meet the increased logistical and technical requirements and ensure high voting turnouts while executing the election process.
Postponing the election was not an option for the ECI from the standpoint of the legal code of conduct. The Telangana CEO's office prepared a revised election plan. The project plan was amended to incorporate the need for additional resources and logistical support to execute the election process. As the efforts of the staff were maximized effectively, the elections could be conducted smoothly and transparently although a large number of candidates were in the fray.
Teaching and Learning Objectives:
The key case objectives are to enable students to:
- Appreciate the importance of effective project management, planning, and execution in public administration against the backdrop of uncertainties and complexities.
- Understand the importance of risk identification, risk planning, and prioritization.
- Learn strategies to manage various project risks in a real-life situation.
- Identify the characteristics of effective leadership in times of crisis and the key takeaways from such scenarios
Published: Jan 17, 2023₹399.00
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