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General Management Using Analytics to optimize Conference Scheduling at Global Business SchoolThe case highlights the decision-making dilemma faced by students at Global Business School (GBS) in Mumbai, India when planning the Annual Leadership Conclave, one of the most significant events held at GBS. About 45 days before the scheduled date, the OC brainstormed the session schedule. Feedback from the attendees had revealed dissatisfaction with last year's schedule, with many complaining that they had been unable to attend their most preferred sessions. Determined to improve the participants' experience this year, the OC had circulated a survey among the GBS student community, seeking information from prospective attendees about their preferred sessions. The OC planned to factor in these preferences while making the scheduling decisions. An initial approach was to pair more popular sessions with less popular ones, where the popularity of a session was determined by its average rating across the survey respondents. However, it was unclear whether this intuitive approach would yield the optimal schedule, one that maximized the overall satisfaction levels of the participants. Moreover, the OC had to ensure that the venue did justice to the speaker and the audience. How could the OC apply an analytical approach to the conclave scheduling problem?
Learning Objectives
Learn MoreThis case has been designed to enable students to:
- Develop analytical modeling skills by building an analytical model to support decision-making.
- Identify the assumptions and recognize the limitations of the analytic model.
- Understand the value of adopting an analytical approach to business decision-making.
Published: Mar 14, 2025₹399.00 -
General Management IDBI Bank: Turnaround and Transformation
During 2016–18, IDBI Bank faced a crisis that threatened its survival. The crisis was driven by several key issues: inadequate risk management and weak internal controls, a huge surge in NPAs, non3 compliance with Priority Sector Lending regulations impairing overall performance. Consecutive losses prompted the RBI to impose strict operational restrictions, while credit rating agencies downgraded the bank. In response, the Government of India decided to divest and transfer a controlling stake to LIC. This transition raised concerns among employees, particularly regarding job security, prompting some unions to file lawsuits in the High Court and Supreme Court contesting LIC’s acquisition. To address these challenges, in 2018, the government appointed Rakesh Sharma as the MD & CEO of IDBI Bank. Known for his banking expertise and experience with bank turnarounds, Sharma implemented a series of strategic interventions to revitalize the organization over his two tenures. The case explores IDBI Bank's background and the challenges Sharma faced in leading the transformation. As his second term approaches its end in March 2025, the case concludes with a strategic question: how to maintain momentum and position IDBI Bank among the top three private sector banks in the country in efficiency parameters?
Learning Objectives
- Appreciate how factors such as the inability to unlearn old practices and approaches and the lack of adaptive learning (reflected in poor risk management and weak internal controls) can lead to organizational decline.
- Use the Switch framework to recognize the contributors that drive a bank’s successful turnaround and transformation.
- Examine effective approaches to influence key stakeholders and build trust and credibility.
- Appreciate the significance of organizational alignment in achieving enhanced performance.
- Learn the critical steps to maintain the momentum of transformation over time and institutionalize change
- Analyze the leadership characteristics of transformational leaders.
Published: Mar 31, 2025₹399.00 -
General Management Breaking up Amicably: Leveraging Mediation in Phoenix
The 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 -
General Management 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 Ace Micromatic Group: A Hidden Champion in the Indian Machine Tools Industry
The case study titled "Ace Micromatic Group: A Hidden Champion in the Indian Machine Tools Industry" details the journey of Ace Micromatic Group (AMG): how a mid-sized Indian company founded in 1979 and headquartered in Bangalore grew to become India's largest machine tools company by 2005, a position it held until 2020. The case highlights how the group's cofounders have stayed together and committed to managing the group by adopting professional practices. With 700 on-field employees and over 55 service centers, AMG became the undisputed market leader in India. However, 2020 was a challenging year, with the COVID-19 pandemic impacting businesses worldwide. The case describes the concerns of the Managing Director and CEO of Micromatic Machine Tools (MMT) Private Limited, T. K. Ramesh, regarding the changing manufacturing map of the world. Ramesh wanted to envisage how this would affect AMG's expansion strategy and how the group should allocate resources between different markets. Another development that Ramesh and his team followed closely were the disruptive technologies- electric cars and car-sharing platforms-that had already created waves in the automobile sector. The emergence and growth of automobile hiring and sharing economy platforms such as Uber and Ola meant that the public, especially the younger generation, preferred the convenience of on-demand automobiles on a pay-per-use basis to vehicle ownership. With the number of automobiles being produced and sold declining over time, how should AMG respond?
Learning Objectives:- Understand the nature of the Indian machine tools industry and analyze the various challenges posed by the changing manufacturing map of the world.
- Better understand how disruptive technologies affect the Indian machine tools industry in general and AMG in particular.
- Learn how AMG effectively allowed responsive reshoring in the face of the COVID-19 epidemic and repositioned itself to meet changing business demands and stay ahead of the competition.
Published: May 31, 2022₹399.00 -
General Management Ace Micromatic Group: Competing in the Dragon's Den
Ace Micromatic Group (AMG) was established in 1979 and is a well-known machine tools (MT) manufacturer in India. Under the leadership of Shrinivas Shirgurkar, Managing Director, the firm has been ambitiously seeking new opportunities. It is a ""niche entrepreneur"" company that focuses on MT and computerized numerical control (CNC) machines. MMT China was founded in 2007 as AMG's wholly owned foreign enterprise (WOFE). The overwhelming support of the local government impressed AMG. The structure of the MT market has shifted from pyramidal to diamond shaped. MMT China has successfully focused on small- and medium-sized businesses (SMEs). Its focus has been aesthetics, automation, customer experience, and dealer relationships. Despite this, it has encountered several challenges. One set of challenges was financing the purchase of its goods. Another concern was the gulf between its organizational ideals and Chinese business practices and culture norms, such as giving gifts and favors (guanxi, personal networks not related to business). MMT China has been able to overcome these challenges by providing high-quality products at competitive prices, supported by efficient after-sales service. It has overcome overwhelming odds and reaped the rewards of investing in China. The founders are hopeful and optimistic about initiatives such as "China Plus One" and "Make in China2025." Careful planning will be necessary to make the most of these changes.
Learning Objective:
- Understand the opportunities and challenges facing MMT China.
- Analyze MMT's expansion strategies aimed at establishing a strong presence in the Chinese market.
- Understand MMT's strategies for tackling the expansion-related challenges.
- Analyze how MMT China can improve its relationships with customers and distributors.
Published: May 31, 2022₹399.00
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