CasesChandrasekhar Sripada, Geetika Shah. "Building a Great Place to Work: Intuit India", 2019Read Description >Close >Discipline: Human Resource Management
Industry: Human resources,Computers & electronics
Length: 19p
Subjects covered: Work force management, Leadership, Hiring & employment, Human capital, Software development, Managing people
Publication Date: Feb 1, 2019
 
Description: 
Intuit India, a fully owned subsidiary of Intuit Inc., a US multinational company, has been in the business of developing financial software for small businesses, accountants and individuals. The case is about how Intuit's India unit got to be recognized as India's no 1 ""great place to work"" through a competitive assessment among 600 of India's employers in 2017. This accomplishment was significant for Intuit India because it had toppled corporate giants like Google and American Express who had held on to the top rank in the previous years. The case narrates the history of Intuit's seven-year journey to the top rank in the Great Place to Work rankings and engages students in learning about what it takes to build a great place to work and sustain it over time. Intuit India was established in 2005, and grew to 1,050 employees on its rolls by 2017. Intuit India had consciously worked towards building a great place to work since 2010. The next seven years had been a roller-coaster ride, full of surprises and ups and downs. In its attempt to break into the top 10 and reduce its variability on the rankings, Intuit did many things that can give us insights into what it takes to build a great place to work. The case raises many questions and offers several insights in how sound HR and People Leadership practices can build a vibrant organizational culture and help build a great place to work.

Learning objective:
The objective of the case analysis and discussion is to help participants address and answer the questions across a wide range of topics in talent management, leadership, people, culture ,employer branding and Great Places to Work. This case can be taught at the MBA level as well in executive education programs. The case can be taught in courses across a range of subject areas, namely, Human Resources Management (HRM), Human Capital Strategies, Talent Management and Employee-centric leadership.

Casesarang Deo, Nithin Nemani, Sourav Singh, Nupur Jain. "Revenue Management at Sparsh Nephrocare", 2019Read Description >Close >Discipline: Service Management
Industry: Health care services,Kidney dialysis centers
Length: 23p
Subjects covered: Business model innovation, Business to business marketing, Yield management, Health care delivery, Entrepreneurial management, Marketing, Service management, Customer service
Publication Date: Jan 31, 2019
 
Description: 
The case describes the challenges related to topline enhancement faced by Sparsh Nephrocare, a growing chain of dialysis centers in India. In the early years of its operations (2010-2015), Sparsh grew mainly by opening new centers and focused on cost leadership to maintain profitability. However, as Sparsh's founders, Gaurav Porwal and Saurav Panda, look to raise Series B funding, they are faced with the challenge of how to fuel the next phase of growth at the existing centers. Any option worth investigating must ensure that the company's relationships with various stakeholders in a fragmented ecosystem are not adversely affected. This includes ensuring good outcomes for patients and preserving the autonomy of nephrologists and the importance of the hospitals that house these dialysis centers.

Learning objective:
At the end of this case discussion, students should be able to: 1. Explore and evaluate various avenues for revenue growth in light of the strategic value proposition of the organization and prioritize those that represent win-win opportunities, i.e., where higher revenue does not come at the expense of low quality or poor outcomes. 2. Understand the role of hospitals and specialists in B2B marketing of healthcare services in India and investigate the role of different stakeholders in managing health outcomes in a fragmented value chain. 3. Understand the challenges in capacity planning for chronic health services, where the demand growth comprises of the addition of new patients as well as increased use by existing patients.

CasesS. Ramnarayan, Sunita Mehta, E.S. Srinivas. "Symphony: Growing Through Internationalization", 2019Read Description >Close >Discipline: Organizational Behavior
Industry: Manufacturing
Length: 16p
Subjects covered: Organizational behavior, International acquisitions, Internationalization, Leadership, Change management, Learning, Execution, Turnarounds
Publication Date: February 5, 2019
 
Description: 
Symphony Limited, an air cooler company decided to buy International Metal Products Company (IMPCO) in 2009. IMPCO, based in Mexico manufactured industrial coolers that complemented Symphony's product line. Additionally, the acquisition provided Symphony access to the US market. IMPCO, however, was a loss making company and was on the verge of bankruptcy. On taking over IMPCO, Symphony dealt with several issues like financial crisis, operational inefficiencies, low employee productivity, IMPCO's poor brand image, lack of product innovation and weak sales and distribution. This case briefly describes the history of Symphony and outlines the various challenges faced by the organization in turning around IMPCO. The case closes with another opportunity that lands on Symphony's lap - acquisition of Munters Keruilai Air Treatment Equipment Co Ltd (MKE), an air cooler manufacturing company in China. Like IMPCO, MKE was also a loss-making air cooler company. But otherwise, the challenges and the context were starkly different in the two cases. Achal Bakeri, founder and CEO of Symphony wondered how the Symphony team should approach the newest challenge.

Learning objective:
Understand that an entrepreneurial journey often runs into a few setbacks and failures; but these crises also become sources of valuable insights if we're willing to learn from them. Understand the nature of challenges in international acquisition and the importance of managing `hard' and `soft' issues for successful acquisitions. Recognize the elements of effective execution. Gain insight into the nature of turnaround process. Analyze leadership characteristics of Level 5 leaders.

CasesSisir Debnath, Tarun Jain, Dibya Deepta Mishra. "Incentives in the Healthcare System", 2019Read Description >Close >Discipline: Economics
Industry: Health care services,Physicians
Length: 10p
Subjects covered: Asymmetric information, Moral hazard, Economics, Incentives, Motivation, Pay for performance
Publication Date: Jan 25, 2019

Description: 
This case study illustrates various incentives in the healthcare system using recent research in economics. Healthcare is important but it is difficult to objectively measure it from the perspective of providers, patients and third parties. Hence, incentives are used to motivate behavior in both providers and patients. The design of incentives is an enduring challenge and the case study tries to motivate managers to think through this problem in more detail.

Learning objective:
This case could be taught in courses which introduce incentives in an healthcare context. It could be used to provide examples of how managerial economics could be applied to analyze and drive behavior.

CasesD.V.R. Seshadri, K. Sasidhar. "A Holistic Intervention Towards Sustainable Livelihoods and Coastal Conservation: A DHAN Foundation Case", 2019Read Description >Close >Discipline: Strategy
Industry: Agriculture, forestry, fishing & hunting
Length: 19p
Subjects covered: Disaster relief, Disaster planning, Ecosystems, Sustainability, Strategy
Publication Date: Jan 31, 2019

Description: 
DHAN 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:
1. 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. 2. 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. 3. 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. 4. 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.

  • <
  • Page 2 of 47
  • >