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  1. Technology Decision-Making in a Semi-Urban ICU: An Intensivist's Dilemma
    Operations Management Technology Decision-Making in a Semi-Urban ICU: An Intensivist's Dilemma

    Set 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

    The 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.

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    Published: Jan 10, 2021
    ₹399.00
  2. An Artificial Intelligence (AI)-Based Disruptive Innovation in Cataract Screening: The Case of E-Paarvai
    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

    The 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.

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    Published: Mar 28, 2023
    ₹399.00
  3. Telangana Graduates’ MLC Elections 2021: Handling Known and Unknown Uncertainties
    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:

    1. Appreciate the importance of effective project management, planning, and execution in public administration against the backdrop of uncertainties and complexities.
    2. Understand the importance of risk identification, risk planning, and prioritization.
    3. Learn strategies to manage various project risks in a real-life situation.
    4. Identify the characteristics of effective leadership in times of crisis and the key takeaways from such scenarios
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    ₹399.00
  4. Data-Analytics-Based Decision-Making at Teach for India
    Operations Management Data-Analytics-Based Decision-Making at Teach for India

    The case is designed to be used in courses on Nonprofit Operations Management, Data Analytics, Six Sigma, and Business Process Excellence/Improvement in MBA or Executive MBA programs. It is suitable for teaching students about the common problem of lower rates of volunteerism in nonprofit organizations. Further, the case study helps present the importance and application of inferential statistics (data analytics) to identify the impact of various factors on the problem (effect). The case is set in early 2021 when Shefali Sharma, the Strategy and Learning Manager with Teach For India (TFI), faced a few challenging questions from a professor at the Indian School of Business (ISB) during her presentation at an industry gathering in Hyderabad, India. Sharma was concerned about the low matriculation rate of TFI fellows, despite the rigorous recruitment, selection, and matriculation (RSM) process. A mere 50-60% matriculation rate was not a commensurate return for an investment of INR 6.5 million and the massive effort put into the RSM process. In 2017, Sharma organized focused informative and experiential events to motivate candidates to join the fellowship, but it was not very clear if these events impacted the TFI matriculation rate. After the industry gathering at ISB, Sharma followed up with the professor to seek his guidance in performing data analytics on the matriculation data. Sharma wondered if inferential data analysis could help her understand which demographic factors and events impact the matriculation rate.

    Learning Objective

    • Illustrate the importance of inferential statistics as a decision support system in resolving business problems
    • Formulating and solving a hypothesis testing problem for attribute (discrete) data
    • Visually depicting the flow of work across different stages of a process
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    ₹399.00
  5. Project Ashray: Planning a Time-Constrained Project
    Operations Management Project Ashray: Planning a Time-Constrained Project

    In response to the uncontrollable second wave of COVID-19 in the south Indian state of Telangana in April 2021, a few like-minded social activists in the capital city of Hyderabad came together to establish a 100-bed medical care center to treat COVID-19 patients. The project was named Ashray. Dr. Chinnababu Sunkavalli (popularly known as Chinna) was the project manager of Project Ashray. In addition to the inherent inadequacy of hospital beds to accommodate the growing number of COVID- 19 patients till March 2021, the city faced a sudden spike of infections in April that worsened the situation. Consequently, the occupancy in government and private hospitals in Hyderabad increased by 485% and 311%, respectively, from March to April. According to a prediction model, Chinna knew that hospital beds would be exhausted in several parts of the city in the next few days. The Project Ashray team was concerned about the situation. The team met on April 26, 2021, to schedule the project to establish the medical care center within the next 10 days. The case is suitable for teaching students how to approach the scheduling problem of a time- constrained project systematically. It helps as a pedagogical aid in teaching management concepts such as project visualization, estimating project duration, float, and project laddering or activity splitting, and tools such as network diagrams, critical path method, and crashing. The case exposes students to a real-time problem-solving approach under uncertainty and crises and the critical role of NGOs in supporting the governments. Alongside the Project Management and Operations Management courses, other courses like Managerial decision-making in nonprofit organizations, Health care delivery, and healthcare operations could also find support from this case.

    Learning Objectives:

    To learn: Time-constrained projects and associated scheduling problems Project visualization using network diagrams Activity sequencing and converting sequential activities to parallel activities Critical path method (early start, early finish, late start, late finish, forward pass, backward pass, and float) to estimate a project's overall duration Project laddering to reduce the project duration wherever possible Project crashing using linear programming

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    ₹399.00
  6. Hopes Critical Care: Scale-up of a Tele-Intensive Care Solution
    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.

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    ₹399.00
  7. Creative Chocolates in Nigeria: To Test Market or Not?
    Marketing Creative Chocolates in Nigeria: To Test Market or Not?

    The case is set in 2022 when Creative Chocolates, a popular United States based chocolate manufacturer, plans to enter the African market. Known in the United States for its unique "warm freshbaked" chocolates, Creative Chocolates expanded to over 100 countries with 26,000 outlets worldwide since its inception in the late 1980s. However, all their outlets were either their own stores or franchisees. Attracted by the market research data on the population growth and economic success of Nigeria and other African countries, Alan Rickman, the new chief executive officer of Creative Chocolates, plans a growth strategy based on penetrating the African market. The case presents Rickman's dilemma-whether to conduct test marketing or not-and builds on it to discuss his next step.

     

    Learning Objectives:

    Understand how to select or prioritize projects using risk criteria in business environments; Understand the what and how of test marketing; Facilitate critical thinking and decision-making through basic decision trees and associated applications Company.

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    Published: Mar 21, 2022
    ₹399.00
  8. Health-Tech Strategy at KG Hospital Part B: Tech Strategy Design and Implementation
    Strategy Health-Tech Strategy at KG Hospital Part B: Tech Strategy Design and Implementation

    The objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part B (Tech Strategy Design and Implementation ) of this two-part case study is a follow-up to Part A, and it takes the reader through Avantika Raghu's journey of solving the problems identified in Part A. Part B of the case study describes her efforts to address prioritized metrics by identifying technology solutions (both in-house and external vendors). It follows her as she assesses candidate solutions on a host of parameters: need, desired outcome from the implementation, staff awareness, availability of technology, investment opportunity, ease of implementation, product features, vendor engagement, time to market, end-user experience, and barriers to adoption. The case study closes with an unexpected twist, as her grandfather challenges her robust proposals with a series of pointed questions on how an enterprise technology strategy and an effective change management framework for championing organizational and individual change should be designed.

    Learning Objectives:

    1. Plan and design an enterprise-level technology strategy rather than a pain-point-driven piecemeal implementation of technology solutions.

    2. Examine the readiness, deployment, and sustainability aspects of the solution for smooth technology adoption.

    3. Learn the concepts of the Prosci Change Triangle (PCT) model for organizational change management and the ADKAR (Awareness Desire Knowledge Ability Reinforcement) model for individual (employee-level) change management.

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    Published: Jan 9, 2022
    ₹399.00
  9. Health-Tech Strategy at KG Hospital Part A: Identification and Prioritization of Key Focus Areas
    Strategy Health-Tech Strategy at KG Hospital Part A: Identification and Prioritization of Key Focus Areas

    The objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part A (Identification and Prioritization of Key Focus Areas) of this two-part case study takes the reader through the exploration of Avantika Raghu, Chief Experience and Technology Officer at the KG hospital, where she uncovers various pain points. It describes Raghu's observations during her Gemba walks covering key departments at the hospital, learnings from her focus group meetings with stakeholders, and insights from examining the hospital's quality and performance parameters. The case concludes with Raghu identifying patient satisfaction as a core challenge in the current setup and considering technological solutions that can help improve patient satisfaction while enabling hospital expansion to meet the goals of Vision 2025.

    Learning Objectives:

    1. Critical thinking to extract metrics to capture the business pain points and their relevance for patients and providers in a hospital setting.

    2. Understand the application of Kano model in a service setting to identify must-have, one-dimensional, and attractive service characteristics.

    3. Develop a comprehensive technology decision-making framework that can be used to assess digital vs. non-digital technology proposals.

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    Published: Jan 9, 2022
    ₹399.00
  10. Executing the Bogibeel Bridge for Social Impact: Risk Planning and Managing Earned Value
    Operations Management Executing the Bogibeel Bridge for Social Impact: Risk Planning and Managing Earned Value

    The case goes on to describe the enormous challenges involved in building the 4.94 km long Bogibeel Bridge in the North Eastern Region (NER) of India. When it was finally commissioned in 2018, it was hailed as a marvel of engineering. With two rail lines and a two-lane road over it, the bridge spanned the mighty Brahmaputra river. The Bogibeel Bridge was India's longest and Asia's second-longest road and rail bridge with fully-welded bridge technology that met European codes and welding standards. The interstate connectivity provided by the bridge enabled important socio-economic developments in the NER that included improved logistics and transportation, the growth of medical and educational facilities, higher employment, and the rise of international trade and tourism. While the outcomes of the project were significant, the efforts that went into constructing the Bogibeel Bridge were equally so. This case study is designed to teach the importance of effective risk planning in project management. Further, the case introduces students to earned value analysis and project oversight in managing large projects. The case centers on Indian Railways' need to quickly discover why the Bogibeel project was not going according to plan. The case also serves as a resource to teach public operations management where the focus is on projects and operations that result in socio-economic outcomes.

    Learning Objective

    The key case objectives are to enable students to:

    1. Appreciate the importance of risk planning and risk prioritization and learn strategies to manage various project risks
    2. Understand earned value management (EVM) and the associated metrics and calculations for project evaluation on time and cost schedules.
    3. Identify social impact outcomes in public/infrastructure projects.
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    ₹399.00

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