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Human Resource Management Breaking the Mold: Transformation at SunmarkIn early 2022, Sunmark Bank (SB), a UAE-based bank operating across multiple regions, appointed 35-year-old Mark Jonathan as Group CEO to address declining performance and lead a critical transformation. Jonathan faced significant challenges, including an 8% annual loss, entrenched resistance from senior management, and outdated practices that stifled innovation. The bank's traditional, branch-focused model was increasingly misaligned with the growing demand for digital and customer-centric services. Additionally, SB struggled with a lack of diversity and inclusion, with a male-dominated workforce and outdated hiring practices that hindered talent acquisition. Jonathan's mandate was to overcome these barriers, drive a cultural shift, modernize operations, and refocus on customer needs to restore the bank's competitiveness in a rapidly changing financial landscape.
Learning Objectives
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Understand the challenges of implementing organizational change in a traditional, resistant culture.
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Analyze the role of leadership in driving transformation and fostering a performance-based culture.
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Explore the impact of outdated organizational values and autocratic leadership on business performance.
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Assess the importance of diversity and inclusion in enhancing organizational adaptability and innovation.
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Develop a comprehensive change management plan that aligns with modern market demands and customer- centric strategies.
Learn MorePublished: Sep 10, 2024₹399.00 -
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Human Resource Management GST Retail: Digital Transformation in The Dynamic Middle East Retail Industry
Soha Hayat, CHRO at GST Retail, a fashion retail brand based in the United Arab Emirates (UAE) that had stores across the Middle East region, had just returned from a monthly leadership review meeting. Although the reviews so far in 2022 had been difficult, the October 2022 review was perhaps the most shocking for Hayat. he Human Resources department had been under severe scrutiny for some months, and in this meeting, the leadership team had categorically stated that HR was slowing the entire firm down. Hayat believed that the problem had much deeper roots than what was being projected. GST was recuperating from a massive slowdown induced by the COVID-19 pandemic, which had begun early in 2020 and persisted throughout much of 2021. In the past few months, as customers returned to shop, sales had grown, signaling recovery. The leadership team, which wanted the company to bounce back quickly and instill confidence in their investors, had set ambitious new targets. This came with its own downside for GST, whose workforce count was at an all-time low. Hayat and her team wanted to initiate a revamp of the HR department through a dynamic technological transformation. The existing software deployed at GST was familiar to everyone but incapable of the transformation that was needed. Recently, Hayat had heard a lot about the capabilities of Artificial Intelligence (AI)-based solutions into HR. However, this was a relative new technology which would require substantial planning and e r chair, the question looming over her was, how should she proceed?
Learning Objectives
Learn More- To understand some of the typical HR activities of a firm and how they are evolving.
- Analyzing the limitations of legacy HR processes that need to be transformed in contemporary organizations.
- Understanding the need for, and benefits of, digitalizing HR processes and the potential inadequacies of manual processes.
- Exploring the capabilities of artificial intelligence (AI) to enable digitalization of HR processes.
Published: May 29, 2024₹399.00 -
Human Resource Management Creating a Fulfilling Workplace: A Holistic Approach to Employee Well-Being at LVPEI
Set in August 2019, this case describes the efforts of L. V. Prasad Eye Institute (LVPEI) to implement an initiative to improve the well-being of its employees by addressing their needs holistically. LVPEI is one of the leading medical institutions in India and the world in eye care treatment and research. As part of its mission to treat its patients well and provide excellent eye care services, LVPEI also sought to treat its employees well and provide them with a work setting that enabled them to thrive. This focus on employee well-being led LVPEI's Chairman, Dr. G. N. Rao, and Vice-Chairman, Dr. G. Chandra Sekhar, to invite Ram Nidumolu, co-author of the case study (referred to as "the consultant" in the case for the purposes of objectivity), to identify areas of improvement and implement initiatives to enhance employee well-being. The initiative described in this case study began in August 2018 and was completed a year later. The initiative was built around a new approach to employee well-being called "beingful work". Beingful work theory, developed by Nidumolu and his associates, posits that employee well-being is influenced by the extent to which the workplace fulfills the needs of the employee's "whole self" or being. These holistic needs include material, psychological, social, ecological, and moral/spiritual needs that employees bring to their work. The more the organization cultivates a work setting that fulfills these needs, the more meaningful work becomes for employees, making them more engaged with their work. Meaningful and engaging work, in turn, promotes the holistic well-being of employees because of the positive energy it creates. The case describes three phases of implementation of beingful work at LVPEI, of which the third phase-scaling up-is proving to be the most challenging.
Learning Objectives
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The components of an employee's whole self at work and their associated needs, e.g., material, psychological, social, ecological, and moral/spiritual.
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How workplace gaps in fulfilling these needs can be identified using beingful work theory principles and practices.
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The organizational and individual challenges in scaling the implementation of employee needs fulfilment initiatives throughout the enterprise.
Published: May 30, 2022₹399.00 -
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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 -
Human Resource Management Uniting Spirits: The Path to a New Culture at Diageo India
The case describes the culture-building journey at Diageo India, formerly United Spirits Limited (USL). Diageo plc, a global leader in premium alcohol beverages, acquired a majority stake in Indian spirits company USL in 2013-14. The company manufactured, sold, and distributed a portfolio of premium alcohol beverage brands, some imported and others locally manufactured such as Johnnie Walker, Black Dog, Antiquity, Signature, Royal Challenge, McDowell's No.1, Smirnoff, and Captain Morgan. On taking over USL, Diageo made culture change one of its top strategic priorities. This was a challenging task since USL's close to 200-year-old history was marked by frequent cultural shifts resulting from a series of mergers and acquisitions. Anand Kripalu, the CEO of Diageo India, worked closely with Ivan Menezes, the chief executive of global Diageo, the HR function, and the leadership team to identify the four cultural pillars of the organization: breaking hierarchies, celebrating life, ensuring complete compliance, and fostering cross-company collaboration. Kripalu and Aarif Aziz, chief human resources officer of Diageo India, worked programmatically with other functions to deepen and institutionalize each of the four culture pillars. This case outlines Diageo India's initiatives and efforts in each of the pillars. Set in 2020, the case also looks at the extraordinary circumstances created by the COVID-19 pandemic, which prompted the company to accelerate its culture-building efforts. The case closes with Kripalu and Aziz discussing how the gains made at Diageo India thus far could be institutionalized and how to sustain the cultural transformation they had initiated.
Learning Objectives:
The case is designed to be taught in postgraduate- and undergraduate-level courses in Business Administration and in Executive Education programs. Learning Objectives: Recognize the significance of organizational culture, Analyze the organizational culture change process in the context of mergers and acquisitions, Determine the programmatic actions and initiatives require to bring about culture change, Appreciate the role of leaders and teams in the culture change process.
Learn MorePublished: Jan 4, 2022₹399.00 -
Human Resource Management SAP Labs India: Building an Inclusive Organization
This case describes how SAP Labs India, a research and development center of SAP SE introduced and pursued a wide range of diversity and inclusion (D&I) programs across the organization. Set in September 2020, amid the COVID-19 pandemic, it narrates the story of Sap Labs' D&I journey of over a decade. Told from the perspective of Shraddhanjali Rao, VP, Human Resources, and other company executives, the case outlines and examines different diversity programs that were instituted around four pillars of D&I, namely, (i) gender, (ii) culture and identity (LGBTQ employees), (iii) cross-generational employees and (iv) differently abled people. The case discusses the company's efforts to promote awareness and adoption of its diversity goals across these four pillars and the challenges it faced along the way through the perspectives of a cross-section of program leaders. The case raises the following questions: Did the programmatic efforts to implement diversity initiatives lead to inclusion at SAP Labs? What were the challenges in promoting these initiatives? Did they degenerate to tokenism? What could SAP Labs have done better to institutionalize its commitment to diversity in the workplace? Beyond diversity, what more could SAP Labs do in the future to embrace an inclusive culture?
Learning Objectives
Learn More- Analyze diversity promotion programs and understand what works and what does not
- Examine the role of various stakeholders in the design and implementation of D&I programs
- Understand how to go beyond diversity and ensure inclusion
- Determine key success factors for institutionalizing diversity and inclusion at workplaces
- Understand and appreciate the business and organizational rationale for D&I
Published: Dec 9, 2021₹399.00 -
Human Resource Management Grounding of the Boeing 737 Max 8 (B): The Road Ahead-Making The Boeing 737 Max Flightworthy Again
In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?
Learning Objective:
The case can be used for discussion around:
- Lessons learned for governance and management of complex organizations
- Strategic decisions and risk management under uncertainty, competitive dynamics and time pressures
- Leadership styles and impact on organizational culture, behaviour and risk of stress dysfunction
- Guardrails and conflict resolution between marketplace drivers and engineering development
- Nurturing an open organizational culture and alignment with business goals
- Crisis management
Published: Oct 24, 2021₹399.00 -
Human Resource Management Grounding Of the Boeing 737 Max 8 (A): What Went Wrong?
In the short time between October 2018 and March 2019, two new Boeing 737 MAX 8 airplanes in different parts of the world were involved in deadly crashes. In both cases, the aircraft developed difficulties in seemingly calm weather and crashed shortly after takeoff, killing everyone on board. Preliminary investigations pointed to failures in a new automated software-driven system called the Maneuvering Characteristics Augmentation System (MCAS) that had caused both aircraft to pitch forward and potentially nosedive. The probe also revealed gaps in the documentation and testing of the MCAS system and a lack of adequate pilot training. Case (A) delves into the causes of the 737 MAX crashes, Boeing leadership's questionable responses and poor crisis management, and the fallout from the grounding. It describes the erosion of a culture of integrity and mismatched management expectations that ultimately led to cutting corners and breakdowns in the engineering and development process. Participants have the opportunity to analyze the critical issues in the case and answer the crucial question posed by aviation expert Andy Stephen: How could a disaster of this magnitude occur in an industry so advanced and sophisticated, and so driven by safety? Case (B) looks at the timeline of events surrounding the recertification of the 737 MAX, from the investigations immediately following the first crash to early August 2020, when initial test flights for recertification commenced, following intense internal reviews. The case considers the sequence of events from various angles: regulatory approvals, the company's financial performance, its corporate culture, and how the COVID 19-related slowdown affected Boeing's efforts to get the 737 MAX off the ground. Stephen, having followed the events closely and having understood the gravity of the situation, poses the following key questions: What would it take for the MAX to fly again? And when could it happen?
Learning Objective:
The case can be used for discussion around:
- Lessons learned for governance and management of complex organizations
- Strategic decisions and risk management under uncertainty, competitive dynamics and time pressures
- Leadership styles and impact on organizational culture, behaviour and risk of stress dysfunction
- Guardrails and conflict resolution between marketplace drivers and engineering development
- Nurturing an open organizational culture and alignment with business goals
- Crisis management
Published: Oct 24, 2021₹399.00 -
Human Resource Management CavinKare: Building Human Capital For Performance Excellence
CavinKare Private Limited (CavinKare), a FMCG company was founded by Chinni Krishnan Ranganathan (CKR) in 1998. With the rapid growth of the organization, the spirit of entrepreneurship had given way to bureaucratic functioning. In 2012, CKR undertook a series of human capital interventions aimed at rejuvenating the organization and at aligning performance goals at different levels to the larger organizational strategy, bringing in the right people, providing them the right resources to succeed, and creating the right incentives for performance excellence. New systems and processes were introduced for employee selection, setting clear performance expectations, review & assessment, training & development, compensation and rewards & recognition. The changes enhanced CavinKare's growth and the company registered a double-digit growth while the industry average hovered around 4-5%. Though the company had effectively implemented a range of human capital systems and processes, CKR believed that the culture and mindsets still lagged. There was a need to ensure that the cultural fabric had to be aligned to the intent of creating performance excellence by being entrepreneurial, innovative and learning-oriented. CKR wondered how to address this unfinished agenda of building human capital.
Learning Objective
Learn MoreUnderstand how effective interventions in human capital management can lead to superior performance and competitive advantage. Appreciate the importance of aligning business strategy, HR strategy and HR processes for achieving enhanced organizational performance. Understand how changes in any part of the organization require attention to inter-dependent elements so that the larger goals are realized. Appreciate how organization culture can foster learning and innovation in an organization.
Published: Aug 24, 2019₹399.00 -
Human Resource Management Building a Great Place to Work: Intuit India
Intuit India, a fully owned subsidiary of Intuit Inc., a US multinational company, has been in the business of developing financial software for small businesses, accountants and individuals. The case is about how Intuit's India unit got to be recognized as India's no 1 "great place to work" through a competitive assessment among 600 of India's employers in 2017. This accomplishment was significant for Intuit India because it had toppled corporate giants like Google and American Express who had held on to the top rank in the previous years. The case narrates the history of Intuit's seven-year journey to the top rank in the Great Place to Work rankings and engages students in learning about what it takes to build a great place to work and sustain it over time. Intuit India was established in 2005, and grew to 1,050 employees on its rolls by 2017. Intuit India had consciously worked towards building a great place to work since 2010. The next seven years had been a roller-coaster ride, full of surprises and ups and downs. In its attempt to break into the top 10 and reduce its variability on the rankings, Intuit did many things that can give us insights into what it takes to build a great place to work. The case raises many questions and offers several insights in how sound HR and People Leadership practices can build a vibrant organizational culture and help build a great place to work.
Learning Objective
Learn MoreThe objective of the case analysis and discussion is to help participants address and answer the questions across a wide range of topics in talent management, leadership, people, culture, employer branding and Great Places to Work. This case can be taught at the MBA level as well in executive education programs. The case can be taught in courses across a range of subject areas, namely, Human Resources Management (HRM), Human Capital Strategies, Talent Management and Employee-centric leadership.
Published: Feb 1, 2019₹399.00
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