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General Management A Holistic Intervention Towards Sustainable Livelihoods and Coastal Conservation: A DHAN Foundation CaseDHAN was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. At the same time, it had a clear vision of being only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene in the years since its inception in 1997. By 2017, it had touched the lives of 1.5 million households and was poised to reach out to another one million households over the next five years. In its mission to combat poverty, DHAN initially employed two major thematic interventions, namely, community banking and water management. However, over a period of time, it forayed into several other domains such as healthcare, education and livelihood generation in response to the dynamic requirements of its community of beneficiaries, specifically, the marginalized and the poorest of the poor in India. This case explores the theme of sustainable livelihoods and how interventions in this sphere need to be viewed and managed in an integrated manner with a conscious focus on the conservation of the larger ecosystem in which they are embedded. The case describes DHAN's various initiatives and interventions in the sustainable livelihoods arena, the challenges it encountered along the way and its innovative responses to those challenges.
Learning Objective
- To communicate powerfully to the participants the contemporary relevance and criticality of the theme of creating sustainable livelihoods in the world, especially in countries buffeted by endemic poverty, frequent natural disasters and a shrinking natural resource base.
- To bring out the strong interactions between climate change, global emissions, coastal conservation and livelihoods, and highlight the need to view them in a systemic perspective rather than as independent and isolated problems to be addressed separately.
- To demonstrate how, sometimes, a fortuitous foray into an uncharted domain can be utilized as an entry point to expand or diversify into a new area where the organization can make a potential and worthwhile contribution, while sticking to its core competencies, principles and broad organizational purpose and mission.
- To offer the insight that an organization can always find innovative means of identifying and nurturing eco-friendly initiatives in every sphere, provided there is an alert consciousness of and sensitivity to their importance.
Published: Jan 31, 2019₹399.00 -
Strategy Ashok Leyland: Shattered Dreams - Transformation For Survival (Combined Version)
Case A & B (ISB113 & ISB115) have also been made available in a combined version.
Learning Objective1. To examine the challenges in managing an aggressive vision for growth. 2. To illustrate how a firm's performance and survival is impacted in a recessionary environment with declining industry factors. 3. To evaluate business turnaround and recovery strategies available to firms operating in challenging economic conditions. 4. To discuss the challenges in implementing and adjusting to tough strategies that would eventually take the firm on a path of recovery.
Learn MorePublished: Jul 25, 2018₹399.00 -
Strategy Ashok Leyland (B): Shattered Dreams - Transformation For Survival
The second part of this two-part case examines the actions that Ashok Leyland (AL) took to achieve its aggressive growth plan and the consequences it faced when there was an abrupt negative demand shock. The case describes the challenge before AL's management when faced with bankruptcy, and invites readers to consider how this once-proud company could be transformed and led towards profitability and growth.
Learning Objective
Learn More- To illustrate how a firm's performance and survival is impacted in a recessionary environment with declining industry factors.
- To evaluate business turnaround and recovery strategies available to firms operating in challenging economic conditions.
- To discuss the challenges in implementing and adjusting to tough strategies that would eventually take the firm on a path of recovery.
Published: Jul 25, 2018₹399.00 -
Strategy Ashok Leyland (A): Reaching for the Stars - Embarking on a New Vision and Strategy
This case documents the history of Ashok Leyland (AL), the second largest commercial vehicle manufacturer in India, and captures its growth and journey up to 2007, when the company adopted its new vision of more than doubling in size in a fairly mature industry. The challenge that the case poses to students is to understand how the firm, widely regarded as a small player globally and as a regional one even within India, could fulfill this ambitious vision.
Learning Objective
Learn MoreTo examine the challenges in managing an aggressive vision for growth.
Published: Jul 25, 2018₹399.00 -
Strategy DHAN Foundation: Delivering Healthcare to the Village Doorstep - A Holistic Healthcare Model (C)
DHAN Foundation, based in the southern Indian state of Tamil Nadu, was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. This series of cases focuses on DHAN's journey in the realm of healthcare, tracing the genesis and evolution of its community health efforts, particularly during the first decade of its existence (1997 to 2007), and describing the challenges the Foundation faced along the way and its responses to those challenges. Set in 2007, this case seeks to synthesize the decade-long experience of DHAN in the realm of healthcare. M. P. Vasimalai (Vasi), DHAN's Executive Director, is tasked with making an important presentation to the Prime Minister and a team of government officials. Obviously, the good work of DHAN in this arena had not gone unnoticed. In preparing his presentation, Vasi must journey through DHAN's experience and the dilemma it is grappling with: whether to continue its healthcare interventions on a project-by-project basis or adopt a holistic healthcare model, bringing together its multiple and diffused healthcare-related initiatives under a common canopy for ease of administration and to derive the benefits of synergy.
Learning Objective
Learn MoreCreating a nuanced and insightful appreciation of the differences between viewing healthcare as a commercial service provided by professional organizations and as a public service that is required to be provided to all the needy at affordable rates, as well as the corresponding economic and social implications. Bringing out the imperative need for evolving holistic healthcare models going beyond the current emphasis on high-cost curative care. Exploring the value and relevance of the strategy of emergence during times of increasing uncertainty and growing complexity.
Published: Jul 24, 2018₹399.00 -
Strategy DHAN Foundation: Delivering Healthcare to the Village Doorstep - An Innovative Approach (A)
DHAN Foundation, based in the southern Indian state of Tamil Nadu, was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. This series of cases focuses on DHAN's journey in the realm of healthcare, tracing the genesis and evolution of its community health efforts, particularly during the first decade of its existence (1997 to 2007), and describing the challenges the Foundation faced along the way and its responses to those challenges. Case A describes the story of an unusual project undertaken by DHAN and several partners to take state-of-the-art medical diagnostic services to the doorsteps of villagers in a remote part of Tamil Nadu. The project was a collaborative effort involving Philips, a leader in electronics, healthcare and lighting; Apollo Hospitals, a major corporate hospital chain in India; Indian Space Research Organisation (ISRO), a high technology research center; and DHAN, a key player in the development sector. The project, anchored by Philips, came to an abrupt halt at the end of 2006 when Philips announced its withdrawal from the venture as the volumes it had anticipated had not materialized and the high overheads associated with the project were proving to be uneconomical. Apollo, also disappointed that it had not reaped the expected benefits from the project, followed suit. With these key collaborators opting out, the technology support of ISRO had little relevance. M. P. Vasimalai (Vasi), the Executive Director of DHAN, reeling from the unexpected termination of an important project that would benefit the community, was faced with a dilemma: Should he follow the lead of Philips and Apollo and abandon the project or find some way to take it forward?
Learning Objective
Learn MoreDelineating the difference between innovation in designing new products and services as against innovation in creating new delivery systems for those products and services. Highlighting the far-reaching impact of the latter type of innovations on providing equitable access to services in general and to essential services like healthcare in particular, to large rural masses, whose paying capacity is much lower than the standard market rates. Driving home the power of frugal engineering and cross-disciplinary innovations in achieving cost reduction and large volumes of service.
Published: Jul 24, 2018₹399.00 -
Strategy DHAN Foundation: Delivering Healthcare to the Village Doorstep - An Innovative Approach (B)
DHAN Foundation, based in the southern Indian state of Tamil Nadu, was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. This series of cases focuses on DHAN's journey in the realm of healthcare, tracing the genesis and evolution of its community health efforts, particularly during the first decade of its existence (1997 to 2007), and describing the challenges the Foundation faced along the way and its responses to those challenges. Case B takes off where Case A leaves Vasi, and describes his decision to set up a secondary care hospital at Theni, Tamil Nadu, following the exit of Philips and Apollo Hospitals from the DISHA project. The case traces the fundraising and project management challenges DHAN faced along the way and its response to those challenges.
Learning Objective
Learn MoreDelineating the difference between innovation in designing new products and services as against innovation in creating new delivery systems for those products and services. Highlighting the far-reaching impact of the latter type of innovations on providing equitable access to services in general and to essential services like healthcare in particular, to large rural masses, whose paying capacity is much lower than the standard market rates. Driving home the power of frugal engineering and cross-disciplinary innovations in achieving cost reduction and large volumes of service.
Published: Jul 24, 2018₹399.00 -
Strategy Mysore Ghee Stores: Expansion Strategy for Clarified Butter Business
Mysore Ghee Store (MGS) produced and marketed ghee (clarified butter) in the city of Hyderabad in India. Most of its ghee sales were B2B to businesses like restaurants and sweetmeat makers that used it for food preparation. Decreasing B2B market margins and increased packed ghee sales to end users through the retail market prompted Satish Kumar, MGS's current owner, to enter the B2C market. He tied up with More (pronounced `moray'), a national retail chain for supplying packed ghee in October 2013. MGS's packed ghee was also made available across multiple retail channels ranging from independent mom and pop stores to regional/local chains' retail outlets and e-retailers. Packed MGS ghee sales through the various retail channels were somewhat encouraging. In April 2016, MGS was looking at two sets of issues. The first was how to proceed with the brand building driven marketing communication effort. The second was to rethink the strategic options in front of MGS and assess the need for and viability of a new strategic direction for the company.
Learning Objective
This case can be used in undergraduate, graduate, and executive education programs. It is best suited for a strategy or an entrepreneurship course in addition to integrated marketing communication course. Executive education programs on marketing aimed at marketing executives in the fast moving consumer goods companies could be another place for the use of this case. Porter's 5 forces model, strategy execution and positioning can be effectively discussed in this case.
Learn MorePublished: Mar 1, 2018₹399.00 -
General Management Antara: Building Experiences in Senior LivingAntara Senior Living, a first-of-its-kind senior living community targeted at people in their mid-fifties and older, had been planned as a community, grounded in the principles of service and hospitality, and built specifically to ensure that its residents gained the maximum benefit from their environment. Built on a unique design philosophy that encouraged the highest quality of living, it aimed to provide for the care of the resident's physical health as well as their mind and spirit. The case, set in January 2017, describes the challenges facing Tara Vachani, the young CEO of Antara, as she watches her dream project take form and the project delivery date draws closer. Like any other startup, Antara was faced with the challenges of working in a new category with a unique product offering. Would Antara be able to establish a business model that would deliver on its commitments on service excellence? What should their operating strategy be? Should Antara look at any possible innovative service extensions that could be offered to seniors as a market at large? It was faced with the choice of either protecting its long-term vision of delivering a high-quality senior living offering or changing aspects of the product to bring it closer to traditional real estate offerings, thereby increasing the sales velocity and financial metrics of the business in the short term.
Learning Objective
Learn More-to understand the fundamental characteristics of a service; -to teach principles of effective strategic positioning when introducing new services in emerging markets, and to discuss the associated risks and challenges; -to illustrate the importance of selecting and recruiting the right talent and managing employees to deliver quality service; -understand the unique challenges of customer acquisition when introducing a developed-market service concept in an emerging market.
Published: Nov 29, 2017₹399.00 -
Strategy Creating Grassroots Leaders through DHAN's Unique Leadership Model
DHAN is an NGO with a difference. It was not a charity, or a philanthropy or service organization but a development NGO, which focusses on grassroot development aided by professional management. At the same time, it has a clear vision that it is only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene. It had already touched the lives of 1.5 million households during the course of its nearly 20-year journey and is poised to reach out to a further one million households over the next five years. In order to fulfill this ambitious mission, DHAN needed a steady stream of professionals with diverse skills to be trained and deployed pan India, spanning a wide spectrum of cultures, languages and sensitivities, truely a big challenge to contend with. Above all, for Vasimalai, the Executive Director who founded DHAN in 1997, and who is an ardent follower of Gandhian thought, the paramount challenge is to transmit his unique vision and development perspectives to the next generation of leaders, and build these perspectives into the very DNA of DHAN, so that the passion fopr development workwould continue unabated through the years. Vasi was a leader with a difference. After graduating from India's top business school, he forayed into the non-glamorous development sector marked by harsh work context and low material rewards. However, he received a greater reward - of responding to a higher calling or Dharma and making a difference to the lives of those who are at the bottom of the pyramid. DHAN being the vehicle he chose to fulfill that larger Dharma. Vasi's value-driven leadership style and DHAN's noble goal-orientation set them apart from the crowd. Uncannily though, they both seem to echo some of the most contemporary managment thinking, advocating alternate leadership styles and alternative organization paradigms.
Learning Objective
Learn MoreThis is an ideal case in a course on Strategy in the leadership module, as well as in a course focused on leadership, to sensitize participants about the new paradigms in leadership. Ideally, it should come at the end of the course after other leadership models and perspectives have been discussed. It can be used in a one-year executive MBA course as well as in the second year of the more common two-year MBA course. It would also be very relevant in leadership modules for executive education for practising managers and leaders of both for-profit and not-for-profit organizations.
Published: Nov 29, 2017₹399.00
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