Reports
The faculty and the Centres of Excellence (CoEs) at the ISB regularly conduct action research and capacity building activities which push the boundaries of our research in terms of its practical implications and the impact it can create. The findings of such research projects generate a wealth of knowledge which provides insights vital to businesses with global ambitions. The School has always believed in the role of academic institutions to push the growth of industry skyward. Our publications have been widely acclaimed not only by academia but also by the industry and media.
Reports. "Evaluation of State Finances of Punjab", 2019Read Abstract >Close >
An extensive study has been conducted for the Fifteenth Finance Commission, Government of India on “Evaluation of State Finances of Punjab” over a period of ten years commencing from the fiscal year 2006-07. The study explored and delivered a broad overview of the fiscal scenario of Punjab by analysing major parameters of the State Governments’ Budget comprising receipts and expenditures of revenue and capital accounts. The study apart from depicting the on-going Budgetary practices of the State Government, also attempted to perform comparative analysis amongst the fiscal parameters with respect to change in their proportion and growth pattern over the years. Furthermore, certain changes have been suggested for improved financial performance of the State.
ReportsS. Ramnarayan, Sunita Mehta. "Turnaround of Food and Civil Supplies Department in Telangana Government", 2019Centre for Learning and Management PracticeRead Abstract >Close >Discipline: Organizational Behavior
Industry: Public administration
Length: 20p
Subjects covered: Communication, Organizational behavior, Influence, Leadership, Change management, Complacency, Conflict management, Collaboration, Turnarounds
Publication Date: August 24, 2018
Description:
CV Anand, a senior officer of the Indian Police Service (IPS) was assigned to lead the Food and Civil Supplies Department in the state of Telangana, India by the Chief Minister - the top political executive of the state. Since the role involved policy making and implementation relating to procurement and processing of grains, transportation and distribution to the poorer sections of the society, this was a highly unusual role assignment for an IPS officer. The organization had the responsibility of procuring food grains from farmers at minimum support price, and then after rice milling, arranging distribution to lower income population needing rice at subsidized rates. Anand observed a culture of ritualistic decision making, political power plays, and shortage of talent leading to the neglect of key aspects. The funds crisis had arisen due to non-receipt of dues and there were mounting interest charges. Certain parties were exploiting the system and getting away with it. There were archaic procedures, and corruption at different levels. Anand initiated multiple initiatives in the areas of: organizational aspects, technology and systems. He made conscious efforts to mobilize support. With passion, persistence and hard work, different stakeholders were influenced. Time, energy and commitment were allocated to high leverage activities. Within a year of assuming leadership, the result of turnaround was evident - the funds crisis had eased, bulk of leakages had been plugged and the system had become responsive to the needs of its key stakeholders - the farmers and the needy beneficiaries. Anand knew that he was on a short-term deputation and that he would be transferred to another assignment in the following six to eight months. He was concerned about what he should do in the remaining months to ensure that the changes stick and are not leader-dependent for their continuation.
Learning objective:
Understand the functioning of an government organization involved with supporting the underprivileged population; Examine the factors that lead to ritualistic decision making, helplessness and ineffectiveness in the face of self-serving behavior and political power plays; Explore different actions that can lead to a successful turnaround of an organization; Explore processes that lead to overcoming indifference and fostering ownership; Examine the key role of influence and conflict management.
Industry: Public administration
Length: 20p
Subjects covered: Communication, Organizational behavior, Influence, Leadership, Change management, Complacency, Conflict management, Collaboration, Turnarounds
Publication Date: August 24, 2018
Description:
CV Anand, a senior officer of the Indian Police Service (IPS) was assigned to lead the Food and Civil Supplies Department in the state of Telangana, India by the Chief Minister - the top political executive of the state. Since the role involved policy making and implementation relating to procurement and processing of grains, transportation and distribution to the poorer sections of the society, this was a highly unusual role assignment for an IPS officer. The organization had the responsibility of procuring food grains from farmers at minimum support price, and then after rice milling, arranging distribution to lower income population needing rice at subsidized rates. Anand observed a culture of ritualistic decision making, political power plays, and shortage of talent leading to the neglect of key aspects. The funds crisis had arisen due to non-receipt of dues and there were mounting interest charges. Certain parties were exploiting the system and getting away with it. There were archaic procedures, and corruption at different levels. Anand initiated multiple initiatives in the areas of: organizational aspects, technology and systems. He made conscious efforts to mobilize support. With passion, persistence and hard work, different stakeholders were influenced. Time, energy and commitment were allocated to high leverage activities. Within a year of assuming leadership, the result of turnaround was evident - the funds crisis had eased, bulk of leakages had been plugged and the system had become responsive to the needs of its key stakeholders - the farmers and the needy beneficiaries. Anand knew that he was on a short-term deputation and that he would be transferred to another assignment in the following six to eight months. He was concerned about what he should do in the remaining months to ensure that the changes stick and are not leader-dependent for their continuation.
Learning objective:
Understand the functioning of an government organization involved with supporting the underprivileged population; Examine the factors that lead to ritualistic decision making, helplessness and ineffectiveness in the face of self-serving behavior and political power plays; Explore different actions that can lead to a successful turnaround of an organization; Explore processes that lead to overcoming indifference and fostering ownership; Examine the key role of influence and conflict management.
Reports. "Evaluation of State Finances of Telangana", 2019Read Abstract >Close >
A study has been undertaken for the Fifteenth Finance Commission, Government of India on “Evaluation of State Finances of Telangana” over a period of four years beginning from the fiscal year 2014-15. The study elaborated on each budgetary head as provided by State Finances Report of Reserve Bank of India, analysed their pattern over the years and attempted to draw inferences from their changing proportion with respect to other fiscal heads. To comply with the Fifteenth Finance Commission’s Terms of Reference, the study has corroborated with the Audit findings of Comptroller and Auditor General of India; to provide a true picture of State’s Finances. Indeed, suggestions for the betterment of Telangana’s fiscal health has been recommended.
Reports. "Developing Corporate skilling strategies to enhance women’s employability", Mohali, 2019Read Abstract >Close >This research report on ‘Developing Corporate Skilling Strategies to Enhance Women’s Employability Through CSR Programmes’, is funded by Hero MotoCorp Limited and is in collaboration with the National Skill Development Corporation (NSDC). In this study we have leveraged both primary and secondary data, ranging from NSDC’s government and corporate funded skilling initiatives, their impact on employability, effectiveness of training eco-system and contribution of Corporate Social Responsibility for enhancing Female Labor Force participation rate (FLFPR) in India. The findings of this report are thought provoking and help us understand reasons for India’s dropping FLFPR, we also discuss a few remedial measures.
The country’s Female Labour Force Participation Rate (FLFPR), was at its peak in 2005, at 36.8%, and has been declining ever since. It was only 26.9% in 2018 – the lowest among all the G20 countries except Saudi Arabia. In comparison, the world average FLFPR is higher, at approximately 48.5%, Brazil’s is 53.08%, Russia 56.31%, China 60.87% and South Africa 47.9%.
To analyse and identify the gaps, areas of improvement, and the measures to increase the
participation of women in the workforce, we have attempted a comprehensive study involving the NSDC’s training partner eco-system and trainees under the government-funded and fee-based skilling programmes, skilling experts, working women and have also assessed the corporate sector’s contribution to women-centric programs through their Corporate Social Responsibility initiatives. Overall, this study assesses the impact these skilling initiatives have had on the employability of women in India.
The country’s Female Labour Force Participation Rate (FLFPR), was at its peak in 2005, at 36.8%, and has been declining ever since. It was only 26.9% in 2018 – the lowest among all the G20 countries except Saudi Arabia. In comparison, the world average FLFPR is higher, at approximately 48.5%, Brazil’s is 53.08%, Russia 56.31%, China 60.87% and South Africa 47.9%.
To analyse and identify the gaps, areas of improvement, and the measures to increase the
participation of women in the workforce, we have attempted a comprehensive study involving the NSDC’s training partner eco-system and trainees under the government-funded and fee-based skilling programmes, skilling experts, working women and have also assessed the corporate sector’s contribution to women-centric programs through their Corporate Social Responsibility initiatives. Overall, this study assesses the impact these skilling initiatives have had on the employability of women in India.
Reports. "Impact of Truck Unions on Manufacturers ", Mohali, 2019Read Abstract >Close >Munjal Institute for Global Manufacturing have conducted a “Study on Impact of Truck Unions on Manufacturing” in collaboration with TCIL. This study covers Pan India (125 districts). We have evaluated responses from 225 manufacturers. Manufacturers using truck unions find 20% gap between perception and expectation. Feedback on the draft report has been obtained from TCIL and some new dimensions are being investigated now.
ReportsAshwini Chhatre, Meenakshi Sinha, Shamil Khedgikar. "Promotion of cultivation and consumption of nutri-cereals in scheduled areas of Maharashtra", 2019
Reports. Madhulika Gurazada1, Alexandra Karambelas2, Ashwini Chhatre1 "Impact of emissions from coal-fired power plants on health in India", 2019
Reports. Mehta, Piyush., Basu, Shreya. "Spatial and temporal patterns in forest plantations in India", 2018
ReportsPedada, Kiran., Shankar, Venkatesh.,Dass, Mayukh. "Negotiating International Marketing Joint Venture Dissolutions in Emerging Markets", 2018
Reports. "MPPP Bacth 3 Policy Walk ", 2018
Reports. "MPPP Batch 3 Village Visit - Group 2", 2018
Reports. "Techno-Economic Study for Department of Water Supply and Sanitation, Govt. of Punjab", 2018Read Abstract >Close >
The State Rural Water Supply and Sanitation Policy 2014 of Punjab has laid out measures to achieve 100% coverage through 24/7 piped and metered individual water supply connections along with the introduction of consumption-based tariffs. The Department of Water Supply and Sanitation (DWSS), Government of Punjab, is responsible for providing potable drinking water to the rural residents of the state of Punjab. The ground water quality in 85 villages of district Moga has deteriorated (Uranium-42, Heavy Metal – 5, Basic Parameters -36 and 2 en-route villages). Hence, to provide clean drinking water to these villages of Moga district, the DWSS has tied up with M/S L&T for the provision of water supply service through a large multi village canal-based surface water supply scheme built using the Private-Public Partnership model. To align with these objectives of providing 24/7 clean drinking water to individual households, and implement consumption-based tariffs for water usage, water meters will be installed in all the piped individual connections of the villages in Moga. In this context, the main objective of this techno-economic study is to recommend the best and cost-effective water metering system to DWSS to be implanted in 85 villages being covered under Surface Large Water Supply Project Moga, Punjab.
Reports. "MPPP Batch 3 Village Visit - Group 1", 2018
ReportsBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil., Vishwanathan, Anierudh. "Family Businesses: Promoters’ Skin in the Game 2001-2017", Hyderabad, India, 2018Thomas Schmidheiny Centre for Family Enterprise
ReportsSyed Eraj Hassan, Nupur Pavan Bang, Raveendra Chittoor and Kavil Ramachandran. "Family Businesses: Heeding the Call of Corporate Conscience 2015 - 2017", 2018Thomas Schmidheiny Centre for Family Enterprise
ReportsProfessor Man Mohan S. Sodhi, Principal Investigator Cass Business School, City, University of London: Sukhmeet Singh, Project Manager Indian School of Business & Chetna Agnihotri, Analyst Indian School of Business. "Cold Chain Development for Fruits & Vegetables in India", 2017
ReportsBang, Nupur Pavan.,Ray, Sougata., Ramachandran, Kavil. "Family Businesses-The Emerging Landscape, 1990 - 2015", Hyderabad, Telangana, India, 2017Thomas Schmidheiny Centre for Family EnterpriseRead Abstract >Close >The year 1991 ushered in a new dawn in the Indian economy with sweeping reforms across sectors. There were widespread apprehensions about the capabilities of the family owned and managed businesses to withstand the pressure of the newly created “freedom”. However, the study finds that not only did the family firms withstand the new rush of competitive forces in the economy, but also adapted to the changing business environment. Based on their shareholding and management control, the companies were classified into two categories: Family Businesses (FBs) and Non-Family Businesses (NFBs). Family businesses were further classified into Family business group affiliated firms (FBGFs) and Standalone family firms (SFFs) and NFBs were further classified into State-owned enterprises (SOEs), Multinational subsidiaries (MNCs), Other Business group affiliated firms (OBGFs) and Standalone non-family firms (NFFs).
ReportsKagade, Mandar. "Indian Financial Code’s Revised Draft", 2015Read Abstract >Close >The Revised Draft of the Indian Financial Code’s proposal to establish a Monetary Policy Committee with a majority of government nominees and no veto power to the Reserve Bank of India Governor have attracted a lot of attention. However, the code has some other critical proposals, including a Financial Stability and Development Council (the super-regulator for systemic risk) that will radically alter the financial regulation landscape of India. This article scrutinises two important proposals—the Financial Development Council and systemic risk regulation, and the “prompt corrective action” regime.
White papersMani, Deepa.,Desai, Amit. "Global In-House Center Capability Maturity Index", 2015Srini Raju Centre for IT and the Networked EconomyRead Abstract >Close >
Over the last few years more than 800 MNCs have established Global In-house Centers (“GIC”) in India that leverage highly skilled, specialized, low-cost talent pool to reduce costs of ownership, develop products and provide services for fast growing global and regional markets.
The service delivery journey for most GICs has been that of gradual evolution, taking years to progress from when dedicated centers were set up for one or two functions to multi-function center providing value added services for both global and local geographies.
The current business environment is far more global, complex, agile, and influenced by the digital revolution. Organizations have had to restructure their service delivery models to align to the changing business environment. As a result, GICs have had to rapidly evolve their operating models to move up the value chain. GICs are now increasingly transitioning from being pure play cost centers to centers delivering innovation, quality and strategic value.
For full content, please contact Mridula_Anand@isb.edu
White papersMani, Deepa.,Banerjee Shankhadeep. "Smart City Maturity Model", 2015Srini Raju Centre for IT and the Networked EconomyRead Abstract >Close >
In India, urbanisation is a rapidly growing trend fuelled by the government’s emphasis on the manufacturing and services sectors as engines of growth and the transition thereof to these sectors from agriculture. As per the 2011 census report, more than 600 million Indians will be living in urban areas by 2031, and the contribution of urban India to her GDP is expected to rise from 52% in 2011 to 75% in 2031. Yet, the current state of infrastructure, human capital and services in Indian cities is an important constraint in accommodating the pace of urbanisation. A plan for rapid development of 100 smart cities by the Government of India intends to address this challenge. A smart city is commonly defined as one that leverages technology to integrate and optimise its limited resources towards better habitability, sustainability and citizen empowerment. But there is limited understanding of how technology-enabled solution(s) will help a city evolve into safe, secure, and efficient urban cities. After all, one solution would not fit all regions.
For full content, please contact Mridula_Anand@isb.edu
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