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IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (A)The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation.Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
- (a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
- 4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
- 4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Published: Mar 31, 2024₹399.00 -
IT Management NASSCOM: Self-Regulation for Sustaining the Commons in the Indian IT Industry
In a collective prisoners' dilemma or commons problem, self-interested behavior by firms results in poor outcomes for all. Can self-regulation through an industry association solve the commons problem? Specifically, what explains NASSCOM's (National Association of Software and Service Companies) success in saving a scandal-ridden member company, Satyam, from going out of business? Satyam's demise would have shattered client trust in all Indian IT firms; saving it was an unprecedented feat for an industry association. The case provides concrete examples for instructors to highlight the varieties of commons problems faced by industry. It also provides background information on how NASSCOM established its identity and credibility with the government, formulated its values, and crafted its governance model. This background helps students relate to Elinor Ostrom's core design principles that characterize robust institutions for solving commons problems.
Learning Objectives
The case can be used in courses on Business Ethics or non-profit management. Learning Objectives: Understand different types of collective action problems. Appreciate the advantages of self-regulation in solving collective action problems in industry. Understand the importance of credible leadership. Understand how Elinor Ostrom's core design principles can sustain self-regulation. Understand how to manage voluntary organizations so that they serve the best interests of all.
Learn MorePublished: May 23, 2024₹399.00 -
IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (Abridged)
The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation. Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
(a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Learn MorePublished: Mar 31, 2024₹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 -
IT Management Divami Design Labs - Rebuilding a Software Product with User-Centric Design
Divami Design Labs is a company that specializes in user experience (UX) strategy, UX design, and user interface (UI) development services across web and mobile platforms. The company-based in Hyderabad, India-works with several clients in designing their software products and solutions. The company had recently won a large contract that involved redesigning a software product for a client in the employee life cycle management business. The client, Paysoft, had recently undergone a redesign process using internal resources. While the new product was well received initially, several complaints started to emerge about product rigidity and the lack of customer centricity. In a crucial board meeting, Paysoft decided to bring in an external specialist to help make the product more user-friendly. Divami won the contract after a long competitive process. As the Divami team began implementation, it ran into resistance from Paysoft's internal software development team, which had managed the initial product build. The Divami team had the challenge of justifying the role of design specialists in the product development process. It needed to convince the Paysoft internal team of the value it could add and how the design process does not replace but strengthens the development process. The Divami team also needed to showcase the design process with an illustration.
Learning Objectives:
Enable students to: - understand UX-based design strategies - develop a design strategy for a SaaS product - understand the consequences of not following a comprehensive UX design process - understand resistance to change and the need to work with design specialists
Learn MorePublished: Feb 23, 2022₹399.00 -
IT Management IT-Led Business Transformation at Reliance Energy
The takeover of Bombay Suburban Electric Supply Ltd (BSES) in 2003 (eventually renamed Reliance Energy) marked the foray of Reliance Industries Ltd into the power transmission and distribution business. The power sector, plagued by bureaucratic controls and constraints on supply and demand, offered little managerial discretion to alter the traditional drivers of growth and profitability. The case illustrates how Reliance Energy leveraged technology to transform its strategy and operations in order to establish international standards of operational excellence and customer service in the Indian power sector. Students learn about the significant risks in technology-driven transformations and their critical success factors, such as complementary changes in firm structures and business processes. The case is set in 2008, when the Chief Information Officer (CIO) of Reliance Energy is found dwelling over the digital transformation of the company that has led to the decision to spin off the information technology (IT) department into a third-party technology solutions provider for the infrastructure sector. Was the digital transformation of the company a success? What were the lessons learnt from this transformation?
Learn MoreLearning Objective
This case is designed for course sessions that demonstrate how companies use technology strategically to improve their competitiveness. It requires students
- Understand the business challenges that characterize old world industries in India, and
- Assess the business equation that complements technological change in organizations to drive value. Students gain insights into complementary changes required in structure, policies, and culture to enable the successful adoption of new technologies.
Published: Jun 30, 2013₹399.00 -
IT Management Sony Music (India)
"This case study illustrates the principles of disruptive innovation in the context of the music industry in India. Widespread technological changes, including the spread of the Internet and mobile penetration, began to redefine the industry in terms of the way music was created, accessed and consumed. With these technological changes sweeping the industry in a relatively short time frame, the cost of music creation and consumption declined rapidly and incumbents began to find it difficult to sustain operations at current profit margins. The Indian music industry was the archetype of an industry disrupted by technological forces. In such a scenario, the case highlights the dilemma of Sony Music India, a large music recording company, which had been operating in the Indian music industry since 1998 and was now exploring the potential options available for growth and profitability in the evolving digital music space. The Indian subsidiary benefits from learning from its parent but operates under a different business model. The case is set in 2012, and places the student in the shoes of Vivek Paul, Head of Digital Media, who is pondering over what form Sony's digital platform offering should take. How different was the Indian music landscape from the West? What were the disruptive impacts? Should the response of the company mirror its parent corporation? What was the economic upside? Should the company sell exclusively through its own site? Should the company launch a separate organization to manage its digital business? "
Learn MoreLearning Objective
This case is designed for course sessions that focus on disruptive innovations in general, and on how information technologies disrupt industries, including business models, products, services and competitive strategies, in particular. It views the challenge of industry disruption from an incumbent's perspective, and requires the student to examine some of the key technological invariants that trigger disruptions and understand how these disrupted the music industry.
Published: Feb 15, 2013₹399.00
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