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Business transformation processes, change management and business strategy.
The case can be used to study business transformation processes and would be relevant for courses on change management and business strategy. It shouldbe studied in the context of behavioral and organizational challenges in implementing an organization-wide change. The case is targeted at MBA students and/or executive participants with professional experience who would be able to link the learningto corporate experience. It can be used for courses on organizational change, business strategy, and change management.
The case, set in India in the year 2011, is positioned in the business consulting domain, and provides insight into managing change from the perspective of a consulting partner. The case discusses challenges and presents processes followed by Wipro Consulting Services (WCS) in conducting an integrated business transformation exercise at Brigade Enterprises Ltd (BEL), a leading firm in India's real estate sector. The BEL engagement had busted the myth that an integrated business transformation could not be conducted in an unorganized sector, and resulted in savings of overUSD 2 million for BEL. The case traces the journey of WCS into business transformation consulting, outlines the solution framework proposed by WCS, and discusses the decisive nature of the Brigade project for WCS' growth trajectory.
Expected learning outcomes
The case has been written with the following objectives, to: familiarize students with the processes and phases of a business transformation project; examine transformation barriers and challenges from a consultant perspective; and providestudents an appreciation of the complexities and challenges, decisional criteria and parameters of a large-scale, integrated business transformation exercise.
Teaching notes are available; please consult your librarian for access.
The case is positioned in the domain of building, managing and communicating corporate reputation. It discusses the entry of Lenovo in the Indian market where the company…
The case is positioned in the domain of building, managing and communicating corporate reputation. It discusses the entry of Lenovo in the Indian market where the company faced reputational challenges. Definition of a corporate reputation strategy which was aligned to the overall strategy of the company, helped Lenovo traverse difficult terrains. The case would be relevant for courses on corporate reputation, communication and strategy.
The case is targeted at MBA students, corporate and PR professionals. The case can be used for MBA courses or management development programmes on corporate reputation, communication, and strategy.
The case brings out key elements of entry into an emerging market flooded with international, well-positioned players and discusses the entry of Lenovo in the Indian market where the problem was compounded by perceptions of Chinese origin. How does Lenovo bring about a turnaround in positioning, building, communicating and managing reputation, how does it steer stakeholder opinion in its favour? Will Lenovo India be able to replicate the success model in China? The case presents the challenges and discusses the strategies adopted by Amar Babu, MD Lenovo to bring about a change in the existing perceptions of stakeholders.
Expected learning outcomes
To discuss strategies for building corporate reputation.
To critically examine and analyze the strategies adopted by Lenovo India to build reputation and gain market share.
To analyse links between strategy generation and reputation management.
Teaching notes are available, please consult your librarian to access these.
The case explicates a situation wherein an international flight from Newark to Ahmedabad, with a stopover in Mumbai, is delayed during the final leg of its journey between…
The case explicates a situation wherein an international flight from Newark to Ahmedabad, with a stopover in Mumbai, is delayed during the final leg of its journey between Mumbai and Ahmedabad. The situation is further exacerbated by the fact that all international and domestic passengers are already on board when they face this five-hour delay. The case provides a rich context to discuss issues related to difficult communication and persuasion during crisis. The captain communicates with the passengers, through a series of announcements, with updates on the situation. He attempts to manage the escalating tension within the airplane and does succeed to a certain level. The case highlights the significance of timely and well-crafted messages during crisis situations. It also illuminates how the use of rhetorical strategies influence customer perception of credibility and at times, shift attribution of blame.
In 2009, Brigade Enterprises Limited, with operations in the real estate sector and construction in South India, prepared a blueprint for implementing Total Transformation…
In 2009, Brigade Enterprises Limited, with operations in the real estate sector and construction in South India, prepared a blueprint for implementing Total Transformation in the organization. A central communication channel was identified as a “must” area for improvement. Aided by Wipro Consulting Services, active and passive measures were adopted to make the internal communication vibrant, which would, it was envisioned, change organizational culture and bring about attitudinal change. However, the review after 18 months pointed towards gaps in the existing model. Should BEL continue with the existing strategies or amend? Given the organizational dynamics, what new changes, if necessary, can be initiated?
LTMRHL launched its Brand Ambassador campaign in Hyderabad on January 8, 2013 to bring about awareness and dispel negativity about the Metro Rail project. A two-year…
LTMRHL launched its Brand Ambassador campaign in Hyderabad on January 8, 2013 to bring about awareness and dispel negativity about the Metro Rail project. A two-year review in 2015 revealed that although many of the initial problems had been overcome, and negativity considerably reduced, the campaign had only achieved partial success. Based on the review, a decision had to be taken to continue or abandon the campaign after the scheduled commercial operations in July 2017. Will the current strategy be the gateway to success post commercial operations, mulled Sanjay Kapoor, General Manager & Head Corporate Communications (LTMRHL).
Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the…
Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.
Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.
The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.
This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.
The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.
This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.
This article examines the preliminary impact of the Sars-CoV-2 pandemic on India's economic and budgetary landscape – the most affected developing country from the first…
This article examines the preliminary impact of the Sars-CoV-2 pandemic on India's economic and budgetary landscape – the most affected developing country from the first wave of the pandemic. It also includes a discussion of the monetary and fiscal responses adopted and the challenges faced in formulating the response to the pandemic.
Using high-frequency economic and fiscal indicators, this article evaluates the economic impact of the pandemic on the Indian economy. Further, it uses data from government sources and news to highlight the measures adopted at the national and subnational level in response to the pandemic.
The difficult economic conditions prior to the pandemic limited the fiscal space available to the government. As a result, the national and subnational governments have been cautious of accumulating excessive debt and have primarily responded with liquidity-enhancing measures, in addition to some fiscal measures for the most vulnerable. Overdependence on consumption taxes has led to unprecedented revenue shortfalls prompting the exploration of new avenues for revenue generation and implementation of austerity measures – some of which may be counterproductive in the long run.
The paper highlights the policy response of the largest democracy that has been hit hard by the pandemic. It also highlights various institutional and resource constraints that influenced the policies adopted. India's experience in responding to the virus could provide lessons for other developing countries.