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Business Ethics Breaking up Amicably: Leveraging Mediation in PhoenixThe case focuses on the process of mediation in Phoenix, a family business that faced a decade-long dispute that escalated to litigation. In 2022, Preeti Gupta, the daughter of the founder, Surajmal Gupta, and Mamta Subramanian, the mediator, reflected upon the events surrounding the 2012 family mediation with Preeti's nephew, Vivek Gupta, who now serves as the managing director of Phoenix. Subramanian was pleased to note that 10 years after she facilitated the mediation at the Phoenix family in 2012, the company was doing very well. The family members had left the acrimony of the past behind. They met and spent time with each other regularly. Subramanian recalled the day she had met Preeti at his father's funeral and suggested mediation to resolve the family's conflicts. Despite the initial resistance and hesitation, the family agreed to mediation, and Subramanian was appointed the mediator. Mediation helped the family reach an agreement and settle their disputes, leading to improved relationships and business growth. The case emphasizes the importance of mediation as a valuable tool for resolving conflicts in business families and suggests incorporating mediation in family charters or constitutions.
Learn MoreLearning Objectives
The key learnings of the case are as follows: Recognize the challenges and dynamics of family business disputes: The case sheds light on the complexities and emotional nature of family business disputes, including the impact on relationships, succession issues, and conflicting interests. To explore the process and principles of mediation: The case outlines the key stages and principles of the mediation process, such as contracting and convening, establishing neutrality, active listening, exploring interests and concerns, and facilitating negotiations. Examine the role of the mediator: The case presents the role of the mediator in facilitating the mediation process and ensuring neutrality, trust, and confidentiality. Reflect on the importance of early intervention and awareness of mediation: The case emphasizes the need for increased awareness and adoption of mediation as a mainstream conflict resolution mechanism.
Published: Sep 16, 2024₹399.00 -
Business Ethics Kanwal: Navigating Uncertainty and Building for Tomorrow
Kanwal, a family-owned business deeply rooted in the conflict-ridden region of Jammu and Kashmir (J&K), India, presents a compelling story of entrepreneurial spirit, adaptability, and resilience. Founded in 1971 by Mohd. Amin Chadinoo, Kanwal embarked on a journey to bring the rich flavors of Kashmir to the world, navigating a complex business landscape fraught with geopolitical instability and socioeconomic and ecological fragility. In January 2020, Kanwal faced an existential crisis. Despite establishing itself as a leading player in the fast-moving consumer goods (FMCG) sector of northern India, the company grappled with mounting financial pressures and declining sales amid a region-wide lockdown. Amin and his sons, Farooq and Nisar, reflected on their decision to prioritize family business over other lucrative options and contemplated the future of Kanwal and the strategies needed to weather the storm of a volatile, uncertain, complex, and ambiguous (VUCA) environment. The Kanwal story highlights the crucial role of "familiness" and social capital, where their close-knit bonds, shared values, and commitment to social responsibility fostered collective resilience and a shared purpose.
Learning Objectives
Learn More- Analyze the challenges and opportunities faced by family businesses in turbulent environments.
- Evaluate the role of "familiness" in fostering resilience.
- Assess the importance of succession planning and intergenerational collaboration.
- Develop strategies for building resilience in family businesses.
- Explore the role of resilient leadership in navigating uncertainty and change.
- Understand the ethical considerations of family businesses operating in conflict zones.
- Apply learnings to real-world scenarios.
Published: Sep 10, 2024₹399.00 -
General Management Hyper Island: A Creative Business School's Disruptive Maneuvers to Hold its Ground in the Education Landscape (B)
Set in two parts the case documents the manoeuvres of a creative digital business school, Hyper Island (HI). Part A is set in December 2019 and narrates the biased decisions HI to pursue a flawed business model. The case is discussed from the perspective of Melanie Cook, the Asia-Pacific Managing Director of HI in Singapore. Cook played a key role in HI's strategy team. In 2017, HI launched a consulting service to design and deliver bespoke learning journeys for its corporate clients to generate more revenue and create a unique competitive advantage. Since it overlooked the potential pitfalls due to prolonged sales cycles and resultant costs, HI landed in financial troubles. Cook and her team faced the dilemma of abandoning the consultancy business model and switching to a new business model that would shorten the sales cycle, slash costs, and bring in more revenue. Part B of the case documents how pivoting to a productized business model helped HI gain revenue growth and improve its bottom line. While the course correction saved HI from imminent financial failure, new challenges emerged. Cook had to find means of keeping the employees engaged and securing their buy-in to drive the productized business model.
Learning Objectives:
By reading and discussing the case, students will learn how to:
- avoid bias in decision-making
- pivot successfully for sustained growth
- productize services for profitability and competitive advantage
- remain customer oriented for successful productization
- secure organization buy-in and engage employees during pivoting
Learn MorePublished: Aug 2, 2022₹399.00 -
General Management Hyper Island: A Creative Business School's Disruptive Maneuvers to Hold its Ground in the Education Landscape (A)
Set in two parts the case documents the manoeuvres of a creative digital business school, Hyper Island (HI). Part A is set in December 2019 and narrates the biased decisions HI to pursue a flawed business model. The case is discussed from the perspective of Melanie Cook, the Asia-Pacific Managing Director of HI in Singapore. Cook played a key role in HI's strategy team. In 2017, HI launched a consulting service to design and deliver bespoke learning journeys for its corporate clients to generate more revenue and create a unique competitive advantage. Since it overlooked the potential pitfalls due to prolonged sales cycles and resultant costs, HI landed in financial troubles. Cook and her team faced the dilemma of abandoning the consultancy business model and switching to a new business model that would shorten the sales cycle, slash costs, and bring in more revenue. Part B of the case documents how pivoting to a productized business model helped HI gain revenue growth and improve its bottom line. While the course correction saved HI from imminent financial failure, new challenges emerged. Cook had to find means of keeping the employees engaged and securing their buy-in to drive the productized business model.
Learning Objectives:
By reading and discussing the case, students will learn how to:
- avoid bias in decision-making
- pivot successfully for sustained growth
- productize services for profitability and competitive advantage
- remain customer oriented for successful productization
- secure organization buy-in and engage employees during pivoting
Learn MorePublished: Aug 2, 2022₹399.00 -
General Management Krishnapatnam Port: Capitalizing on the Opportunity to Create a Greenfield Port in South India
Set in 2005 in Hyderabad, India, the case revolves around the dilemma facing Chinta Sasidhar, a young entrepreneur and Director of Navayuga Engineering Company Limited (NECL), who was presented with an unexpected opportunity to develop Krishnapatnam Port, a greenfield seaport on the east coast of India. Sasidhar had to decide whether or not to take on the mammoth infrastructure project with all of its associated challenges, or continue working on the transformation of NECL's traditional business. Sasidhar met with Srinivas Vallabhaneni, a seasoned entrepreneur whom he regarded as an advisor, and told him about his predicament. They discussed Sasidhar's dilemma over a game of golf, the conversation taking several different turns over the course of their game. Through a series of thought-provoking questions, the case lays the framework for a thorough evaluation of the new opportunity- what Sasidhar needs to do in order to decide whether or not to go forward with the port project. This is the crux of the case-evaluating an entrepreneurial opportunity in the infrastructure sector in India.
Learning Objectives:
In the context of developing and managing a large infrastructure project the case will enable participants to: Learn about opportunity evaluation Understand entrepreneurial risk Identify and understand the need for and challenges involved in developing a brand for a major infrastructure project (in this instance, a new seaport) in the context of intense competition (in this case from existing ports in India and proximate international ports).
Learn MorePublished: Jun 10, 2022₹399.00 -
General Management Alcohol Prohibition in Bihar: A Policy Dilemma
It is January 2020. The chief advisor to the chief minister (CM) of Bihar is particularly unhappy after a long meeting with the cabinet members. Four years after the prohibition on the sale and consumption of alcohol in Bihar, it is time to review the full impact of the ban on the state's socioeconomic fabric in light of upcoming elections. As multiple growth and development avenues emerge, the state is embarking on a vibrant journey to realize dreams of a better future. To achieve its goal, the state is focusing on gender mainstreaming and development through various government initiatives. In response to a perceived increase in women's voice against alcohol consumption, the Bihar government introduced a prohibition on alcohol in 2016. However, the stringent policy with a hefty fine and non- negotiable jail term had its downsides. It hindered the much-needed economic growth because of massive losses in sectors such as tourism, food and beverage (F&B), and hospitality. It also hit the state's economic development plans because of massive shortfalls to the state exchequer. The CM stood by his decision undeterred. Yet, in a state plagued with a lack of economic development, many serious gender gaps impacting human development, and a historical lack of capacity for law enforcement, should this be the approach of choice? The chief advisor is grappling with the nagging issues of law and order, budget shortfalls, and the ability to continue the current policy while weighing the social cost of this ban on the public.
Learning Objectives:
This case is relevant in the present-day context of radical policymaking and its implementation with several competing interests at play, enabling the students to: Understand the complexity of policymaking with quantifiable economic costs at stake along with incalculable social impact, Exemplify the nuances of stakeholder management when a single policy affects multiple parties, and Explore the plausability of reevaluating impact and the importance of course correction measures.
Learn MorePublished: May 26, 2022₹399.00 -
General Management Merger of Equals: The Amalgamation Story of Indian Bank and Allahabad Bank
On August 30, 2019, the Ministry of Finance of the Government of India (GoI) announced the consolidation of ten nationalized banks into four. As part of this move, Indian Bank and Allahabad Bank were to be merged into a single entity, and the new amalgamated bank had to start operations on April 1, 2020. Amalgamating two very different banks with thousands of branches and employees within a pre-set time window would be complex enough under normal circumstances, but the challenge was compounded by the advent of COVID-19 and the ensuing national lockdown in March 2020. Padmaja Chunduru, Managing Director (MD) & Chief Executive Officer (CEO) of Indian Bank, was given the formidable task of overseeing the amalgamation process. The case study describes the actual integration process in detail and the thorough planning and execution involved. It illustrates the role of the Integration Management Office (IMO) as a central point of information dissemination and an empowered body in the merger process. It also lays out the myriad challenges of the amalgamation process - personnel integration, IT/banking system management, branch rationalization, and customer integration, and the steps taken to tackle each one. The COVID-19 pandemic came as an unknown midway through the integration process and required Chunduru and her team to rethink several aspects of the integration plan and strategy. The case study concludes with the actual mechanics of the amalgamation process. With the worst of the COVID-19 crisis behind them, Chunduru looks towards building a bank of the future. Having undergone rationalization in several areas, Indian Bank not only emerged in a better financial state than before but also laid down its vision as a future-ready bank. How could the learnings from the integration process be made a continuous process and become part of the organization's DNA? These were the key questions facing Chunduru and her team.
- To deliberate and evaluate the best ways to plan, organize and implement the enormous task of merging two large, similarly-sized organizations.
- To emphasize the importance of careful and detailed integration planning, stakeholder management, and the role of leadership in a successful merger.
- To illustrate the critical role of well-defined organizational structures in supporting integration efforts.
- To deliberate how the bank can rebrand itself as a preferred bank of the younger generation.
Published: Aug 4, 2021₹399.00 -
General Management Making it to the Top: Lessons of Organizational Transformation from Future Generali India Life
Set in Mumbai, India, during 2020, the case explores how Munish Sharda, the Managing Director (MD) and Chief Executive Officer (CEO) of Future Generali India Life Insurance Company Limited (FGILI), turned around the firm's key business metrics. FGILI was a joint venture of Future Group, an Indian retail behemoth; Generali Group, a leading Italian insurance company; and Industrial Investment Trust Limited (IITL), an investment trust company. In 2014, seven years after its incorporation, FGILI was persistently underperforming on several key business metrics. The company brought Sharda on board to effect an organizational transformation. He implemented a well-orchestrated transformation plan by focusing on building an ethical foundation, fostering customer centricity, and grooming a strong leadership team to steer business strategies. He also harnessed technology to build organizational capacity for the transformation. Ruchira Bhardwaja, the Chief Human Resource Officer (CHRO), aided Sharda in operationalizing the transformation strategy. Five after the transformation began, FGILI had improved its rank among the country's life insurers, enhanced customer satisfaction, and mitigated workforce attrition. The COVID-19 pandemic outbreak in January 2020 brought the world to a standstill and hamstrung FGILI's transition. With most of its employees working from home, FIGILI had rolled out measures to sustain the changes and gains it had accomplished. With a surge in demand for coverage anticipated, Bhardwaja had to uphold the performance orientation and customer centricity of FGILI's workforce, which had suddenly become widely dispersed and remote. Meanwhile, Sharda, not satisfied with having risen to the 15th spot among the country's life insurers, wanted FGILI to become one of the top 10. He was concerned about the way forward for increasing FGILI's growth, which was short of the targeted 30% compound annual growth rate (CAGR).
Learning Objective
Students will learn how to: develop and implement an organizational transformation roadmap; align the human resource function with business strategy and its outcomes; build organizational capabilities for a transformation and integrate change initiatives across functions; foster and sustain a performance-oriented organization culture in the face of a crisis.
Learn MorePublished: Jun 29, 2021₹399.00 -
General Management Ichko: In the Eye of a Cyclone
Mihir is the head of the Disaster Management Department for the fictional coastal state of Udan, in South India. He receives a weather bulletin from the Indian Metrological Department (IMD) about "Ichko," a cyclone that has suddenly changed course and is set to make landfall in the southernmost district of Iramuk in the next 24 hours. Mihir's department typically received early warning of such events, making it possible to mobilize the official machinery to mitigate the damage caused by the cyclone through a series of measures before, during and after the cyclone. In this case, with very little time on hand, Mihir has to work with Kiran, the district collector of Iramuk, to handle the complex crisis that threatens loss of life and widespread damage. The situation is complicated by the urgent need to alert a large number of fishermen who are at sea and beyond the reach of any communication channels. On the ground, other issues at the community and political level are making for an explosive situation: What if the fishermen lose their lives, and the government is seen as not having done enough?
Learning Objective
Learn MoreThe case can be used to teach crisis management during disasters and explore the often complex interplay of local situations that impinge on and hinder disaster response. The case talks about the need for (a) multi-stakeholder responses to managing disaster risks; and (b) a thorough prior understanding of the situation to enable an adequate and timely response. It discusses how unrelated and pre-existing issues could affect disaster responsiveness.
Published: Feb 8, 2021₹399.00 -
General Management Zandu Pharmaceutical Works: The Takeover Bid (B)
Supplement case to ISB045.
Learn MorePublished: Nov 1, 2014₹399.00
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