Category Management: The Art of Allocating Shelf Space
The retail industry is one of the world’s fastest growing e-commerce markets fuelled by the rapid increase in Internet users, concentration through mergers and acquisitions, increased competition and compressed margins. Organised retail has always been a dynamic and fast-paced industry, focused on competition and profitability. The adoption of a process called category management (CM) has raised the stakes even higher.
At its most basic level, CM is about bundling products in order to manage them effectively. Within retail, CM aims to boost a retailer’s overall performance in a product category via synchronised buying, merchandising and pricing of the brands in the category. For example, a category manager would need to make decisions on product assortment and shelving based on an in-house store brand versus private labels.

Impact Assessment of Common Service Centres (CSC 2.0) Scheme
The Common Service Centre (CSC) scheme, initiated in 2006, is a strategic cornerstone under the Integrated Mission Mode Projects of the National eGovernance Plan, Government of India. The scheme, with a total project cost of nearly USD one Billion for the first four years, was implemented through a Public-Private Partnership (PPP) model by establishing one lakh ICT-enabled front-end service delivery outlets, equitably spread across rural India in the ratio of one CSC per six villages, thereby covering all six lakhs villages. The objective of the scheme is to deliver an array of government, private and social sector services to rural citizens across India. Indeed, the CSCs have emerged as platforms that enable both private and public-sector organizations to “integrate their social and commercial goals for the benefit of rural populations in the remotest corners of the country through a combination of IT as well as non-IT services” (Prasad, Rohit, and Rupamanjari Sinha Ray. "Critique of the common service centre scheme" Economic and Political Weekly (2012): pg18). The CSCs also enable another important objective—promotion and empowerment of rural entrepreneurs. The CSCs are operated by Village Level Entrepreneurs (VLEs) who run the CSC, identify needs and engage with the local community.

Smart City Maturity Model (SCMM)
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.
In response to the need for a tool for benchmarking and effective design of smart cities, we have designed a framework, the Smart City Maturity Model (SCMM), which helps a region (city or state) assess its technology readiness in absolute and relative terms, and consequently, implement a solution that is uniquely aligned with its resources and capabilities. SCMM will help governments grow and expand their cities as urban centres by identifying technologies, processes and enabling policies that help the cities deliver citizen services in a reliable, sustainable and efficient manner.

A Capability Maturity Index for Global In-House Centres (GICs) in India
Global In-house Centres (GICs) in India deliver significant value to their parent companies. But for these centres to optimise performance and move up the value chain − from cost centres to quality centres to innovation centres – they need to be able to benchmark their performance against their peers and make the right investments at each level of maturity. Professor Deepa Mani who led the effort to develop a capability maturity index for GICs in India, in conjunction with Deloitte Consulting and NASSCOM, shares the key results of her study.
Case Summary: Sony Music (India)
In an illustrative account of the fast evolving digital music space, Professor Deepa Mani and Geetika Shah, explore the context and evolution of Sony Music (India), in an era of disruptive innovation through widespread technological changes, including the spread of the Internet and increased mobile penetration. By early 2012 the music industry in India had witnessed remarkable changes. With the rapid …

Smart Governance
Sanjiv Mital, CEO, National Institute of Smart Government (NISG), talks to Deepa Mani, Assistant Professor of Information Systems at the Indian School of Business (ISB) about the critical success factors and challenges for e-governance initiatives. Deepa Mani: Please tell us a little bit about how NISG got started Sanjiv Mital: It all started seven to eight years ago when the government was..

Managers Who Use AI Will Replace Those Who Don’t
Professor Deepa Mani comments on India’s race for innovation with China and urges managers to make technology their friend. We have moved in the past decade from a rather simple understanding of IT to a nuanced evolution of a networked economy. How do you see this transformation from your vantage point at SRITNE? Deepa Mani: Over the past decade, there have been two …

More Bang for Your Digital Spend: Technology and R&D
Based on the research of Deepa Mani, Rajib Saha, and Aditya K.S. Digitisation of research and development can generate significant returns for firms, argue ISB Professor Deepa Mani and colleagues, based on an empirical study of technology spill-overs from the IT industry across an array of other industries. Technology laggards risk being left behind as industry boundaries are redefined. Digitisation today holds …

Clusterpreneurship: Do entrepreneurs create and sustain clusters?
The emergence of start-up activity in the ICT sector has shown an exponential increase after 2010. The trends that stand out explain the emergence of ICT start-ups and the regional concentration of start-ups in this sector. In this article, the authors trace the evolution of ICT start-ups and provide some insights on the sectoral and geographical patterns in the industry, …

The Digital Transformation of R&D
The authors, in this study, use a network perspective to analyse technology spillovers from the Information and communication technology (ICT) industry and their impact on modern R&D. They specifically, use patent data from the NBER Patent Database to construct a network of inter-sectoral technology flows. Executive Summary In his letter to shareholders in 20131, General Electric (GE) CEO Jeffrey R …

IT-Led Business Transformation at Reliance Energy
This case study encapsulates the remarkable journey of Reliance Energy, which began after the takeover of Bombay Suburban Electric Supply Ltd (BSES) in 2003 by Reliance Industries Limited. The realisation of the importance of technology led to technology-enabled business transformation initiatives within Reliance Energy, which helped it to move a step ahead of its competitors and created important growth opportunities …
Organisation of Technology and the Impact of Technology Interventions on Business and Society
How can firms make the transition from being low-cost service providers to becoming innovators and key drivers of value in firms’ value chains? What is the innovation dimension of Indian firms and entrepreneurship? How can technology transform the urban landscape of India? In this video, Professor Deepa Mani highlights her research and the significance of answering these questions. Dr. Deepa Mani …
Technological Innovation in India: Negotiating the Patent Ecosystem
The authors look at India’s progress in technological innovation by analysing patent data, and find that in India, unlike China, foreign entities outstrip domestic players in patents granted. The authors argue that in order for India and other emerging economies to compete effectively in the global patent landscape and become powerful knowledge economies, they must reassess their policies, institutions and …