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Items 1-10 of 48
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Strategy Suprajit Engineering: Ensuring Family and Business ContinuityAjith Rai hailed from a humble background. As a first-generation entrepreneur, over the last three decades he had built a successful automotive business under the umbrella of Suprajit Engineering Limited (SEL). Rai and his wife, Supriya, along with their three sons were a close-knit family. The two older sons were deeply involved in the family business, and the third son was close to finishing his engineering studies. Supriya, a dentist, was engaged in the philanthropic activities of Supriya Foundation, the corporate social responsibility (CSR) arm of the business. Rai had seen many business families disintegrate for lack of governance, and hence early on in his business career, he decided to formulate a family constitution. His sole objective was to safeguard family kinship and business longevity. The case reveals not only the process adopted by Rai to formulate the instrument of family governance-the family constitution-but also his ability to focus on building the capacity of all family members. The case closes with Rai reflecting on the satisfying journey thus far and hoping that the family constitution will be comprehensive enough to take care of the conflicting scenarios that could arise in the future.
Learning Objectives
Learn More- Understand the importance of instituting different organizational entities into a family constitution,
- Evaluate the possible conflicting scenarios that may arise on the basis of the policies devised in the SEL family constitution
- Evaluate the different ownership models that family businesses can pursue for succession planning and wealth management.
Published: Sep 25, 2022₹399.00 -
Strategy Rural Prosperity in the Face of Climate Change: Mahindra Strives for Sustainable Strategies
This case illustrates the efforts of the Mahindra Group's Agri Business and Farm Equipment divisions to drive sustainability-oriented action aimed at improving the lives of rural communities and preparing them to adapt to the impacts of climate change. It briefly describes the far-reaching consequences of climate-related disasters in terms of loss of food and nutrition security; livelihood; crop production; and losses in manufacturing, especially in developing countries such as India that are highly reliant on agriculture. The approach adopted by the Mahindra Group to tackle challenges in agriculture, such as water scarcity, food wastage, and energy-intensive practices, through affordable and energy- and resource-efficient technology is discussed. There are intense deliberations among the leaders of the Mahindra Group businesses about the way forward and concerns regarding climate-friendly innovations, which, from the perspective of the Chairman, ultimately translates into creatively reconciling the conflict between environmental goals and profitability goals. The Chairman and the Chief Sustainability Officer are firm in their belief that there are immense business opportunities in aggressively implementing sustainable practices. The leadership of the Mahindra Group is deliberating on how they can collaborate with rural communities and devise ways to improve farm-to-market linkages, reduce the costs of farm inputs, and scale up energy-efficient technology.
Learning Objectives:
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To understand the business risks and opportunities presented by climate change and their implications for food and nutrition security, and livelihoods for rural communities.
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To illustrate the Mahindra Group's efforts to address environmental challenges.
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To discuss how Mahindra Group resolves the conflicting imperatives of profitability and sustainability.
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To identify the traits of a regenerative business design that generates sustainable value.
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To explore the applicability of key frameworks such as sustainable business model innovation and the Doughnut Economics model to the Mahindra Group's Agribusiness and Farm Equipment businesses.
Published: Sep 1, 2022₹399.00 -
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Strategy Hopes Critical Care: Scale-up of a Tele-Intensive Care Solution
The case is set in 2021 and follows the journey of Dr. Shailesh Jhawar, an intensivist trained in the United Kingdom, who returned to India to join his father, Dr. Shiv Bhagwan Jhawar, at Apex Hospitals in Jaipur, Rajasthan, which his father had founded in 1994. The case describes Jhawar's efforts to improve patient outcomes in critical care with the tele-intensive care unit (tele-ICU) model. It takes the reader through Jhawar's journey from the time he discovered the need for tele-ICU and understood the various facets of its implementation to the establishment of Hopes Critical Care (HCC) as a tele-ICU provider and the induction of the first few ""spoke"" hospitals into the tele-ICU network. The case then describes the dilemmas confronting Jhawar as he sought to scale up HCC. Students are encouraged to use their critical thinking skills to design a strategic framework for identifying domains with the greatest potential for adopting and growing the tele-ICU model. First, the case acts as a resource for classroom discussion on what Jhawar should do differently during the next implementation, given the failure of the pilot at the Sky Lifeline Multispecialty Hospital. Second, the case enables the instructor to introduce the concept of the business model canvas, a strategic management tool used to present a business plan in a straightforward and structured way. By developing the business model canvas for the tele-ICU business, students can gain insights into the customers, value proposition, channels, revenue, cost streams, etc., of the business. This case will also introduce students to quantitative (using the net present value, or NPV) and qualitative tools to evaluate the revenue model used in the associated business model.
Learning Objectives:
The objective of this case is to study an innovative business model, the tele-ICU model, which enables an intensivist to remotely manage 60-80 critical care patients across multiple locations from a command center in contrast to 10-12 patients managed by an on-location intensivist. The case covers various aspects of executing and scaling up a tele-ICU model, including crafting an innovative business model, navigating the barriers to adoption, and crafting a robust growth strategy.
Learn MorePublished: May 27, 2022₹399.00 -
Strategy Anthem - An Insourcing Strategy Through the Establishment of a Subsidiary (Legato)
Anthem Inc. (www.anthem.com) was a leading health care insurance provider and the largest insurer in the Blue Cross Blue Shield (BCBS) network. In October 2017, it approved the establishment of captive subsidiaries or global capability centers (GCCs), called "Legato," in India and the Philippines. The first captive was established in India. From January 2018 to June 2021, the two Legato entities had ramped up their head count to over 15,000 full-time employees (FTEs). This number well exceeded the initial approved business plan of a little over 3,000 FTEs. As a result, the parent organization accrued substantial cost savings. This also helped the company create a foundation to use low-cost internal talent to enable additional objectives, such as supporting digital transformational objectives and improving end-to-end process efficiency. Anthem developed an initial organization chart and reporting structure to establish the new companies. As the entities grew, Anthem made changes to better align them with US processes and strengthen governance and risk management. In 2021, Anthem established a new objective for Legato. As a cost center, Legato had firmly established itself in Anthem's value delivery chain, successfully setting up several information technology (IT) and business process practices. Anthem decided to use this capability by pursuing IT and business service revenue from other BCBS players in the US. It could now offer a suite of IT and business process services from Legato-essentially a profit and loss (P&L) role. The addition of this new P&L role brought up the following questions: Should the existing leaders' role be expanded to take on the additional responsibility of delivering to external customers? Should an entirely new division be established to take on this new P&L role? Or was there any other option to consider?
Learning Objective:
For an MBA or executive MBA course for the participants to: - Understand the rationale behind the proliferation of the business model of captives - Appreciate the interlinkage of structure and strategy - Appreciate the need for strong change management in implementing new strategies
Learn MorePublished: Mar 31, 2022₹399.00 -
Strategy Jet Airways: Tale of Their Takeoff and Crash Landing
The case, set in April 2019, follows the managing director of an investment firm that is deliberating whether to invest in Jet Airways. It is the day after the airline halted their operations, and our protagonist, Surjit Trivedi, Managing Director of a Mumbai-based private equity firm, the Agile Group, is headed for a meeting where his team of analysts and strategists are presenting their evaluation of Jet Airways. Trivedi must decide whether to invest in the airline or not as he is due to present the proposal to the board of the private equity firm he works for. He does not want to make a wrong investment and jeopardize the firm's future and his forthcoming promotion. The case follows the rise and fall of Jet Airways. Civil aviation in India has changed tremendously over the past 20 years, both from the consumer and service provider standpoints. This change was due to factors such as globalization, the higher disposable income of Indians, government initiatives, travel enthusiasm among millennials, and so on. With India expected to become third-biggest aviation market by the year 2025, the number of players in the market increased, with both indigenous and global competitors in the fray. Despite positive industry indicators, two major airlines were forced to halt operations in the last decade, Jet Airways being one of them. The case can be used to scrutinize the reasons for Jet Airways' downfall such as their acquisitions and alliances, the decisions of their founder Naresh Goyal, and Jet Airways' response to the challenge posed by low-cost carriers (LCCs) in India. Moreover, the case can be utilized to analyze how the consortium of banks led by the State Bank of India (SBI) handled the Jet Airways crisis.
Learning Objectives:
Analyze and evaluate the rationale for and implications of alliances and acquisitions. Understand the concept of Porter's Five Force model and SWOT analysis. Analyze and evaluate various types of leadership styles. Calculate liquidity, profitability, and solvency ratios with an emphasis on the return on common equity ratio and DuPont analysis. Discuss the Insolvency and Bankruptcy Code of India
Learn MorePublished: Feb 23, 2022₹399.00 -
Strategy Health-Tech Strategy at KG Hospital Part B: Tech Strategy Design and Implementation
The objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part B (Tech Strategy Design and Implementation ) of this two-part case study is a follow-up to Part A, and it takes the reader through Avantika Raghu's journey of solving the problems identified in Part A. Part B of the case study describes her efforts to address prioritized metrics by identifying technology solutions (both in-house and external vendors). It follows her as she assesses candidate solutions on a host of parameters: need, desired outcome from the implementation, staff awareness, availability of technology, investment opportunity, ease of implementation, product features, vendor engagement, time to market, end-user experience, and barriers to adoption. The case study closes with an unexpected twist, as her grandfather challenges her robust proposals with a series of pointed questions on how an enterprise technology strategy and an effective change management framework for championing organizational and individual change should be designed.
Learning Objectives:
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Plan and design an enterprise-level technology strategy rather than a pain-point-driven piecemeal implementation of technology solutions.
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Examine the readiness, deployment, and sustainability aspects of the solution for smooth technology adoption.
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Learn the concepts of the Prosci Change Triangle (PCT) model for organizational change management and the ADKAR (Awareness Desire Knowledge Ability Reinforcement) model for individual (employee-level) change management.
Published: Jan 9, 2022₹399.00 -
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Strategy Health-Tech Strategy at KG Hospital Part A: Identification and Prioritization of Key Focus Areas
The objective of this case study (in two parts, A and B) is to provide a systematic methodology for capturing metrics crucial for patient experience and hospital performance, defining a framework to design an enterprise technology strategy map, and examining the readiness, deployment, and sustainability of technology solutions to help achieve superior patient satisfaction. Part A (Identification and Prioritization of Key Focus Areas) of this two-part case study takes the reader through the exploration of Avantika Raghu, Chief Experience and Technology Officer at the KG hospital, where she uncovers various pain points. It describes Raghu's observations during her Gemba walks covering key departments at the hospital, learnings from her focus group meetings with stakeholders, and insights from examining the hospital's quality and performance parameters. The case concludes with Raghu identifying patient satisfaction as a core challenge in the current setup and considering technological solutions that can help improve patient satisfaction while enabling hospital expansion to meet the goals of Vision 2025.
Learning Objectives:
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Critical thinking to extract metrics to capture the business pain points and their relevance for patients and providers in a hospital setting.
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Understand the application of Kano model in a service setting to identify must-have, one-dimensional, and attractive service characteristics.
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Develop a comprehensive technology decision-making framework that can be used to assess digital vs. non-digital technology proposals.
Published: Jan 9, 2022₹399.00 -
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Strategy Digitally Enabled Business Transformation: Rewiring Nestlé India to Be Future Ready
The case describes the digital transformation (DT) journey at Nestlé India as it sought to come out of the Maggi noodle crisis in 2015 and strengthen its foothold in the hypercompetitive Indian fast-moving consumer goods (FMCG) market. Suresh Narayanan, chairman and MD, led the initiatives from the front. The case highlights several areas of importance in the firm’s DT journey on the basis of the lessons learned from the crisis and the new realities of the Indian market—Customers are becoming increasingly digital, seeking greater engagement and transparency, and health and wellness focused.
The firm took several major initiatives to this end: a) redesigned its technology backbone of the distribution infrastructure, b) streamlined the consumer engagement services (CES) department to make it proactive and customer centric, c) reduced the new product development (NPD) cycles and launched a significant number of new products (50 over the past three years), d) heavily increased digital marketing spend and renewed focus on e-commerce, and e) partnered with tech start-ups to spur digital innovation.
The firm had come a long way in the past five years and had tasted several successes. However, Narayanan was still searching for answers to several key questions. While the firm had kick-started several transformation initiatives, how would it weave all of them into a coherent strategy? What would be the next steps in its digital strategy? How could the firm leverage new technologies to enhance or create digitally enabled value chains? How would the firm ride the e-commerce boom ahead of the curve?
Learning Objectives:
The case will help students
- appreciate the various forces that drive incumbents in an industry to embark on a DT journey,
- evaluate the pros and cons/effectiveness of the strategic and operational decisions firms take in their DT journeys, and
- appreciate the range of tools and approaches firms adopt to kick-start DT journeys.
Published: Mar 31, 2022₹399.00 -
Strategy Transforming Maternal and Newborn Healthcare in India Through Midwifery: The Fernandez Foundation Initiative
The case explores the promises and challenges of Public-Private Partnerships (PPPs) in the Indian Healthcare system. India has a high maternal mortality rate, poor doctor-to-patient ratio, rising C-section rates, absence of last-mile access to quality maternal healthcare. In this context, Dr. Fernandez, a veteran in maternal healthcare, believes that midwifery is a workable solution to these widespread problems. However, to have an impact both in terms of and financial sustainability, government support is essential. Dr. Fernandez thinks that a PPP may be the best way to create many well-trained and professional midwives in the country. However, given India's complex healthcare structure, it is not easy to get acceptance and commitment from all the states for government schemes. Problems such as frequent changes in the bureaucratic leadership often disrupt the implementation of schemes. Another challenge is the mindset of birthing mothers, the obstetric community, and family members who view the medicalization of birthing as acceptable. Dr. Fernandez has to overcome multiple challenges. She has to address obstetricians' pushback while changing birthing mothers' mindsets and continually motivate the midwives her team had trained. Regarding the PPP, she has to evolve a plan to fast-track the rollout of the PPP model, ensure that the complex PPP involving multiple stakeholders works effectively, she has to address the roadblocks to the implementation of the PPP initiative, and design mechanisms to monitor progress.
Learning Objective:
The case requires students to deliberate on India's PPP policy environment regarding maternal healthcare. The challenges that a private partner may face in working with the government. It highlights the mutual advantages of PPP, develops an understanding of designing and implementing sustainable, high-quality health training centres in low-resource settings. Identify the need for task shifting to address healthcare workforce shortages in Indian healthcare delivery.
Learn MorePublished: Sep 23, 2021₹399.00 -
Strategy Suprajit Engineering: De-Risking for Future Growth
In 2019, Ajith Rai, Executive Chairman of Suprajit Engineering Limited (SEL), a pioneer in the design and manufacture of mechanical control cables in India, is contemplating his company's future growth strategy in the face of changing trends and demands in the automotive sector. Established as a private limited company in 1985, SEL became a public limited company in June 1995. In its over three decades of existence, SEL had grown from a single-product, single-customer, single- segment, single-brand, and single-location company to a multi-product, multi-business, multi-brand, multi-customer, multi-location, global company. SEL's growth and evolution as a truly diversified company was the result of Rai's ability to expand its operations in domestic and overseas markets organically and inorganically through acquisitions. In 2019, when the case is set, new developments in the automotive sector, both in terms of new technology as well as competition, made it necessary for SEL to take stock and plan for the future. Rai decided it was time to conduct a thorough analysis of the business, its growth both organically and inorganically, its ability to integrate its acquisitions, and its environment, in order to reinvent itself and identify the next wave of growth. By tracing SEL's inspiring growth story and highlighting the reasons behind its success, the case provides valuable insights into the rapid growth strategies used by entrepreneurial firms.
Learning Objective
- Understand the importance for a firm of constantly reinventing its product portfolio and the business for survival and growth
- Understand the use of rapid growth strategies such as diversification, mergers & acquisitions, and internationalization by entrepreneurial firms.
- Examine the performance of a company's diversification strategy.
- Understand the options used by a rapid-growth entrepreneurial firm to strategize and exploit significant opportunities in an evolving market environment.
Published: Jun 27, 2021₹399.00
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