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Operations Management Software Acquisition for Employee Engagement at Pilot Mountain ResearchWe crafted the case study "Software Acquisition for Employee Engagement at Pilot Mountain Research " for use in Business Marketing, Buyer Behavior, or Operations Management courses in undergraduate, MBA, or Executive Education programs. The Pilot Mountain Market Research (PMMR) case study provides students with the opportunity to examine how buying decisions can be made utilizing online digital tools that are increasingly available to business-to-business (B2B) purchasing managers. To do so, we created fictitious research studies and data to realistically portray the kinds of information that are publicly available to B2B purchasing managers on the Internet today. In this case study, we introduce students to fit analysis, coding quality technical assessment, sentiment analysis, and ratings & reviews analyses. Students are challenged to integrate findings from these diverse analytical tools, combining both qualitative and quantitative data into concrete employee engagement software (EES) purchasing recommendations.
Learning Objective
Learn More1. Evolving criteria for selecting a software package for organization-wide procurement in a B2B purchase decision context 2. Appreciate increasing digitalization of businesses 3. Understand importance of employee engagement in organizations and what an organization could do to enhance employee engagement among its workforce 4. Understand decision making processes in the context of digitalisation of businesses
Published: Aug 17, 2020₹399.00 -
Operations Management Tata Memorial Centre: Propagating Excellence in Clinical Operations
Evidence based medicine (EBM) requires a level of maturity in the processes, both clinical and non-clinical, which is gained typically over years through consistent deliberate efforts. It is argued that the role of clinical leadership is critical to this. In addition, challenges of implementing EBM are easiest to surmount in single location organizations but complicate considerably when there are multiple distributed locations. While EBM is gaining momentum in health care systems of more developed countries, examples of successful implementation are few in India. Indian institutions face the unique challenge of sorting through multiple bases of foreign evidence (differing guidelines in the UK and U.S.) in addition to domestic evidence covering interventions less frequently used outside of India. The Tata Memorial Centre (TMC) is a pioneer in cancer care and research in India. Over several decades, they have developed an indigenous approach to development and implementation of Evidence based medicine, which has catapulted them into leading cancer hospitals in the world. Set in March 2016, this case study describes TMC's journey thus far with particular emphasis on changes in organizational design as key enablers. TMC's next frontier is to propagate this model of clinical excellence to other cancer hospitals in India through the formation of National Cancer Grid. The key challenge confronting Dr. Rajendra Badwe, Director of TMC, is can these other hospitals accelerate their journey based on the learnings from TMC or whether they will have to customize their approach based on their own operating context. More broadly, which elements of TMC's clinical excellence model are replicable in other hospitals and what organizational changes would be required to implement them.
Learning Objective
Learn MoreTo demonstrate how a healthcare delivery organization makes organizational design changes and evaluate if it results in systematic improvement in management of its clinical processes and research capabilities of its faculty; To provide some insights on how to generate and implement evidence-based medicine in large organizations; To highlight the importance and inherent challenges of disseminating best practices across healthcare delivery organizations in the context of resource-limited settings.
Published: Jan 20, 2020₹399.00 -
Operations Management Meru Cabs - A Spectacular Growth Story
Set in August 2011, Meru Cabs ¾ A Spectacular Growth Story is a case that documents the design and positioning of a service business in India, where the service industry is the fastest growing and most competitive sector. It tracks how strategies, processes and technologies are integrated to reduce cost and offer world-class service. Specifically, it traces the factors that have contributed to making Meru Cabs (Meru) the largest taxi operator in India and third largest in the world. Success in the four major cities of India has given senior management the confidence to consider rollouts in other cities in India and abroad. However, the immediate focus is on improving service and reducing the cancellation rate in the cities where Meru currently operates. The case describes the design and implementation of the service from the twin perspectives of efficient service operation and customer orientation, and raises questions related to the expansion of the service to other Indian and global cities. It also takes into account such factors as cab reengineering, driver selection, cab assignment, cab maintenance and fleet maintenance for the proposed service improvement and extension.
Learning Objective
Learn MoreThe case can be used to explore how, in the service sector, costs are reduced, while simultaneously, technological investments are increased, which results in providing state-of-the-art service to customers. The case can be used effectively for MBA, EMBA or executive audiences in courses on operations management and strategy. The specific topics that can be addressed using this case include, service strategy, design of services, scalability of services and service operations.
Published: Nov 25, 2013₹399.00 -
Operations Management ITC Hotels: Designing Responsible Luxury
The case documents the ambitious and revolutionary journey that ITC Hotels undertook to create, execute, and implement the novel concept of 'Responsible Luxury'.
ITC's hotel division successfully implemented several structure and process-oriented drivers of sustainability by leveraging its dominant position among India's luxury hotels, financial might and overall group commitment to sustainability. These design restructuring efforts resulted in eight of ITC's luxury hotels being awarded LEED (Leadership in Energy and Environmental Design) Platinum ratings, making the ITC Hotel chain the 'greenest luxury hotel chain in the world'. The case provides an overview of the process that ITC Hotels adopted for designing luxury responsibly. It also describes the various challenges and issues that contributed to the management's decision to retrofit eight existing properties and launch ITC Gardenia along LEED guidelines to attain Platinum ratings. The case is set against the backdrop of a meeting at which Nakul Anand, Executive Director, ITC Limited , and his top management team are discussing the possibility of retrofitting eight of ITC's existing luxury hotels along LEED Platinum rating parameters. In order to make ITC Hotels the world's greenest luxury hotel chain, they know that not only will they have to design their future properties along LEED guidelines to attain Platinum ratings, but will also have to remodel the structural design, systems and processes at their other luxury brand hotels in India. Since the 1980s, ITC Hotels had tailored their service and product offerings around environmental concerns such as water recycling, energy conservation and waste management. However, these efforts had to be significantly scaled up to meet the strict standards of LEED. This scale-up involved significant costs, operational redesign and revamping of the organizational culture. Given these challenges, Anand and his team are faced with the question: Should they or should they not retrofit the existing properties?
Learn MoreLearning Objective
*Identify critical components in an organization's strategic and operational frameworks that facilitate development of systems and structural designs that address environmental concerns, are customer-oriented and profitable. *Understand how to develop capabilities to facilitate sustainable operations in the luxury hotels industry. *Develop a viable and sustainable business that considers the challenges and risks posed by the environment, government policies and the industry in which it operates
Published: Jun 30, 2013₹399.00 -
Operations Management Aahan (A): Diagnosing Tuberculosis in Rural India
Manish Bhardwaj, co-founder of Innovators in Health, is contemplating setting up Aahan, a community based tuberculosis (TB) control program in rural India. The case describes TB diagnosis and treatment in the public and private healthcare sectors in India and the attendant challenges. A number of candidate interventions aimed at improving the existing system of healthcare delivery are presented at the end of the case, each one of which could form the core of Aahan. Students are encouraged to use operations management principles to quantify the potential public health benefits and costs of these interventions and prioritize them accordingly. Key concepts include process flow mapping, flow balance, Little's Law and selection of appropriate process measures based on the strategic objective of the process.
Learn MoreLearning Objective
1. Illustrate process analysis through a public health application: (i) Process flow diagrams, (ii) Quantifying performance with appropriate metrics, and (iii) Little's law; 2. Quantify the link between operational changes in healthcare delivery and health outcomes via operational interventions; 3. Sensitize students to the interdependence between the following aspects of healthcare delivery in a resource-limited setting: (i) Public and private systems, (ii) Prevention, diagnosis and treatment.
Published: Feb 15, 2013₹399.00
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