Case Studies generally ask: (1) What accounts for the success/failure of this real‐life “Case” (Corporation, Government or Organization)?; (2) How can we transport the lessons learned across time and space?; (3) What immediate/eventual issue/objective(s) should the “Case” pursue to enhance its survival/success; and How? The student is graded on the Case Study by the force of his/her reasoning and arguments, two diametrically‐opposite action plans both scoring “A”. But which one should the CEO implement? Why? Are there minimal criteria that any Case Study of management should fulfill? The raison d etre of management is the pre‐committing of scarce resources for unknown/unknowable results (e.g., market share, mind share), which are generated by interactions of variables and/or participants. Does the Case Study identify the cogent interactions; does it suggest how to allocate resources to achieve pre‐specified results? This Case Study has been checked by the corporation for accuracy. We structure the narrative by systems theory which provides a framework to assess what the company has achieved, and to formulate what it should do to improve its chances of survival/success. The theory is buttressed by illustrations of systems approach to complexity, ranging from Apollo lunar landing to the $91‐billion IT Services Company, IBM. According to National Association of Software and Services Companies (NASSCOM), exports rose 30.5 per cent to $12.5 billion in Fiscal Year 2003‐04 ending on March 31, 2004 from $9.6 billion in Fiscal 2002‐. Indian exports totaled $52.72 billion in 2003‐04. Applying the growth in the first five months, we estimate the total exports in 2003‐04 at $54.8 billion. The IT exports contributed 18.2 per cent in 2002‐03, rising to 22.8 per cent in 2003‐04.
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