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Entrepreneurship & Innovation To Dare or Not to Dare: The Story of an Entrepreneur's Passion - The Case of Delhi International AirportThis 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 Zee Entertainment and Essel Group: A Quest for Legacy and Beyond (B)
Case B of the two-part series "Zee Entertainment and Essel Group: A Quest for Legacy and Beyond" describes the evolution and eventual resolution of the personal crisis that looms in front of Subhash Chandra, Chairman of Zee Entertainment Limited, in Case A. Chandra was very well-known in India as a successful entrepreneur who brought entertainment to the masses in the 1990s through his television channel Zee. Although Zee had performed very well over three decades, Chandra found himself under significant debt stress due to failures associated with his infrastructure business, which he had founded in 2007. By January 2019, Chandra had offered most of the shares of the listed firms he owned as collateral to banks to borrow additional debt to sustain his infrastructure business. Several developments had occurred by this time that deepened Chandra's predicament, including the tightening of credit by financial institutions, a statutory body investigation into a firm that he owned, and an investigative report outlining his personal indebtedness. These factors contributed to a dip in the stock price of many listed Essel Group companies, and banks threatened to sell the shares of companies of Chandra's thriving media business to recover the debt. Chandra had to sell assets of his infrastructure business and most of his stake in Zee to pay off his debt. Corporate governance lapses at Zee also emerged at the time of the stake sale by Chandra, particularly around related party transactions with other companies that he and his brothers owned. Although his son Punit Goenka continued as the CEO of Zee, Chandra had to resign his chairmanship of the company and was left with a measly 5% stake in Zee, with the dominant shareholders now being institutional investors.
Learning Objective
Learn MoreBy offering a first-hand view of Chandra's decisions and challenges, the case shows how skilled entrepreneurs often end up destroying value and personal wealth in the hunt for legacy and wealth creation. The case also looks at the potential corporate governance challenges that may arise when a powerful figure is at the helm of the firm.
Published: Nov 30, 2020₹399.00 -
Entrepreneurship & Innovation Zee Entertainment and Essel Group: A Quest for Legacy and Beyond (A)
The case traces the entrepreneurial journey of Indian media baron Subhash Chandra. It starts with his entry into a struggling family business in 1967 and observes his evolution from a young, aspiring entrepreneur to the chairman of Essel Group, one of India's largest business entities with interests in diversified sectors such as media, entertainment, education and infrastructure. Chandra entered his family's agricultural commodities business in 1967 when it was in dire straits. In the 1970s and 80s, he forayed into entirely new sectors such as packaging and amusement parks. In 1991, he set up Zee Telefilms (later Zee Entertainment) and launched Zee TV, India's first non-public service television channel. By creating and broadcasting content in local Indian languages, Zee reached a wide audience of viewers across the country. Due to a first-mover advantage, Zee instantly became a huge success. Over the next three decades, Chandra pursued new business opportunities in the media industry, with considerable success. In 2018, Zee was a thriving enterprise, with a global viewership of 1.3 billion and business segments spanning broadcasting, music, film production, and digital over-the-top (OTT) media. In 2007, to create a long-lasting legacy and diversify his personal wealth, Chandra entered the Indian infrastructure industry and bid for multiple projects in a short span of five years, winning several of them. However, unable to convert the infrastructure projects into profitable ventures due to unprofitable bids and execution mistakes, he started to accumulate significant debt. His personal financial situation deteriorated to such an extent that he resorted to offering the shares of the listed companies he owned (including Zee) as collateral to banks to take additional debt to save his infrastructure business. The case ends with Chandra, and indeed his whole business empire, in a precarious situation due to indebtedness and facing some tough decisions.
Learning Objective
Learn MoreThe case outlines the journey of an eminent entrepreneur in a developing market context. By studying the case, students will learn that, in such markets, identifying new opportunities and swiftly going to market often gives entrepreneurs a significant opportunity to create value. The case also deals with challenges related to legacy building, succession planning, and business diversification that entrepreneurs and business families face when their existing business ventures start doing well.
Published: Nov 30, 2020₹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 -
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 -
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.
Learning Objective
Learn MoreTo 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₹399.00 -
Entrepreneurship & Innovation The Unfinished Agenda: Dr. Reddy's Laboratories Ltd
Dr. K. Anji Reddy founded Dr. Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company had grown to become one of the largest pharmaceutical companies in India. The company professionalized early on, and over the years, the family members defined and refined their roles for the efficient running of the company. Dr. Reddy passed away on March 15, 2013. His son-in-law, G. V. Prasad, had been with DRL for more than 25 years by then. Prasad acknowledged that a lot needed to be done to fulfill Dr. Reddy's dreams. He had been contemplating his own future role in the company and the need for a smooth succession. But who would succeed him? What would be the qualities of the person who would succeed Prasad, a passionate member of the founding family of DRL? Would a non-family CEO be a suitable replacement?
Learning Objective
Learn MoreThe case takes the audience through the journey of an entrepreneur-driven company that transforms itself into a professionally run multinational company and the involvement of the next generation of the family members in the business. A few specific teaching objectives are to understand how family-controlled entrepreneurial ventures are transformed into professionally managed, well-governed organizations and understand the challenges of building the foundations of a lasting organization.
Published: Dec 5, 2017₹399.00 -
Entrepreneurship & Innovation Leadership Succession at Achal: A Tough Nut to Crack
Achal Industries was a 40-year-old proprietary family enterprise engaged in cashew processing and export. Giridhar Prabhu, 57, was Achal's second generation entrepreneur and managed its operations in the Indian states of Karnataka and Maharashtra. He had been in this labor intensive business for close to three decades. Family owned businesses and private partnership firms dominated this sector. The cashew processing industry was facing severe constraints due to high employee turnover and a labor shortage. Many enterprises had started exploring the option of automating cashew processing at their factories. Giridhar had also been studying and analyzing this option. He anticipated that, five years hence, automation would prove more economical than labor-intensive cashew processing. His own plan was to retire from the business in five years, but to his disappointment, he found that none of his three daughters was interested in running the business. Giridhar felt he would not have the ability to manage a new, profitable automated factory, which would demand quite an effort, as he got older. Lack of support from the family would add to that burden. In November 2014, he was contemplating future options that included selling his business, expanding the business and inducting professional non-family members to steer the enterprise's future. The dilemma before him was to choose the option that would be best for him, his enterprise and his family.
Learning Objective
Learn MoreThe case highlights the challenges of family business succession planning, especially when the next generation members have different aspirations and lack interest in sustaining the business. The case exemplifies the intricacies of valuing a small business and implications of a "hold" versus "sell" decision. Appropriate Courses: a) Strategy b) Entrepreneurship c) Family Business (Succession Planning) d) Managing Small and Medium Enterprises (SMEs) e) Leadership and f) Corporate Governance
Published: Sep 14, 2015₹399.00
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