The case was developed by interviewing Rizwan Koita, CitiusTech chief operating officer (CEO) and cofounder.
CitiusTech, Inc. was a privately held health-care technology and consulting services provider with over 6,000 employees worldwide, with the majority in India. Since 2015, CitiusTech has been certified as one of India's best workplaces by the Great Place to Work Institute®.The case is set in 2020 when CitiusTech's business operations were severely disrupted as its customers suspended work on health-care technology projects to focus on responding to the COVID-19 pandemic. As a result, Rizwan Koita, CitiusTech's CEO and cofounder, suddenly found himself with a considerably large, highly qualified, underused talent pool and a significant loss in revenue. Instead of laying off highly skilled and trained employees, CitiusTech took a long-term view of the situation, believing that business would pick up in the third or fourth quarters and there would be a need to scale up teams. However, as 2020 was closing, Koita wondered if he had done enough to enhance employee engagement amid the disruption caused by COVID-19.
Complexity academic level
This case is intended for use in undergraduate courses focusing on leadership, industrial and organizational psychology or human resources management. This case may be positioned after students have been familiarized with the fundamental concept of employee engagement.
Disclaimer. This case is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources.
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