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Public Health; Leadership; Organisational Development; Organisational Behaviour; Public Administration Management.

Postgraduate level for honours or masters programmes in courses on public health; executive leadership and management programmes; MBA level.

The case unpacks decentralisation as a means to promote and improve local decision-making and accountability through community participation and engagements. Ayanda Nkele was a programme manager in a health district in South Africa. He was faced with many challenges when trying to implement his programme, most of which were related to local authority, responsibilities and decision-making abilities at his level. This case describes briefly the South African health system. and how it functions. It describes the proposed changes to the health system and its transformation towards Universal Health Coverage. The decision space analysis as discussed in the case illustrates the types of decentralisation in the country and how this also applies to Nkele’s level.

Understanding the concepts and principles of decentralisation within the context of strengthening district health services, the re-engineering of primary health care (PHC) and rolling out a National Health Insurance in South Africa. Applying the “decision space” approach to analyse the extent of decentralisation. Grasping the requirement of leaders to be “contextually intelligent” and identify the important contextual variables to take into account when analysing public health care.

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CSS 7: Management Science.

Public sector management, stakeholder management, collaboration and strategy.

Undergraduate (final-year) or master's-level students (Master in Public Administration, Master in Management). Designed for courses in nonprofit management, public administration and/or international development. Can also be used in any course, such as strategic management, sustainable development or corporate social responsibility, that covers stakeholder theory, or stakeholder management as a topic.

Decentralization has changed the way core services are delivered to local populations in sub-Saharan Africa. This in turn has forced nongovernmental organizations, international aid agencies, corporations and other development partners to change the way they engage with government in their shared efforts to help improve the living conditions of people living under the threshold of poverty in this and other parts of the world. This modular ethnographic teaching case uses the specific example of the water sector in Malawi to help highlight the complexity of multiple stakeholder relations in an international development context.

Upon completion of this case, students should be able to: identify and understand the different goals and issues that individual stakeholders in cross-sector partnerships are dealing with; identify and understand the power/control dynamics at play in these relationships; analyse the advantages and disadvantages associated with different ways of coordinating multi-stakeholder partnerships; and develop recommendations for structuring multi-stakeholder relationships in developing and emerging markets that balance efficient service provision with concern for individual stakeholder priorities.

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The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC.

Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize?

This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms).

Teaching Notes are available for educators only.

CSS 11: Strategy.

Marketing; direct sales and networking in marketing.

Undergraduate marketing students.

What are the main problems faced by direct sellers in Mexico within a selling context based on social networking? This case has the objective to approach the difficulties direct sellers face in their operations in order to address potential bottlenecks inhibiting the flow of sales. In the present case, direct sellers expressed openly their personal views about the issues they generally had to deal with in order to survive in a highly competitive market, namely the market of cosmetic and beauty products. The decision of whether to implement changes to improve the flow of sells through the network created by direct sellers would eventually affect direct sellers performance given that they are the final appendix of the selling chain. This case helps to develop a direct seller typology for direct selling success. Accordingly, it highlights the importance of every element participating in a business. Summarizing, it strategically links direct sellers performance with the overall business performance.

The case contributes to the analysis of personality attributes of sellers and the elements affecting market penetration of cosmetic and beauty products. It is also interesting to observe how some foreign brands have become iconic in the local direct selling businesses. This case also contributes to developing tactical competition to strategic planning of marketing of direct selling in emerging markets. Particular learning objectives are as follows: analyse marketing planning from a perspective of decentralization and growth and explore creative possibilities for sustainable growth of this kind of business; stimulate strategic thinking concerning system operation and free bottle necks of selling channels by analysing the effect of system subordination of operations and training to upper levels of vendors; analyse the brand expansion process and loyalty development of customers in a competitive market of products that are sold in network.

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The learning outcomes are as follows: to understand the impact of external factors in supply chain operations planning; to understand the role of quantitative and qualitative data in supply chain decision-making especially in the restaurant industry; to assess the pros and cons of centralized and decentralized supply chain operations; and to evaluate different alternatives in supply chain planning, for best service level at minimum cost.

This case visualizes the planning of supply chain drivers and process improvement to enhance supply chain speed and flexibility. Asim Rizvi has recently joined as senior supply chain manager at Food Lord, a renowned chain of restaurants in Pakistan. As instructed by his CEO, Rizvi has to take a decision for centralization, or to continue the decentralization of supply chain operations at two of their highest selling branches. These two branches were located at a distance of 125 km from each other. The objective of supply chain operations’ consolidation was to minimize cost and further improve the service level. Rizvi was confused about the decision because any decision cannot be taken on the basis of cost and benefit analysis only. A 360-degree analysis and future requirements also play a vital role to decide about supply chain operations. The CEO was very excited to take this decision; that is why newly hired manager Rizvi was analyzing all the facts to reach a decision that would be best for their business. Centralized or decentralized supply chain decision was not easy because normally the business dynamics completely change due to unpredictable customer demand, unavailability of professional suppliers and unavailability of a strong information system, etc.

BBA and MBA

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CSS 9: Operations and Logistics.

MS / MBA / Executive Education

Leadership

In 2019, French multinational electric utility company, ENGIE SA (ENGIE) was on the verge of zero carbon transition. Under the leadership of Isabelle Kocher (Kocher) who became the CEO in 2016, ENGIE embarked on an arduous journey toward re-profiling ENGIE toward renewable, low-carbon energies, such as solar, green gases and digital. Kocher inherited a loss-making company and took in on a path of transformation toward a company with business lines for future. This meant ENGIE would slowly move out of energy generation through non-renewable sources, toward renewables along with storage and digital technologies. This case chronicles Kocher’s turnaround plans and investments, and explains how she went about making ENGIE a forerunner in energy revolution. While the turnaround was on track, ENGIE was unable to give returns as expected. With mounting pressure Kocher announced a strategic plan in 2019, which reemphasized ENGIE’s focus on renewables and technology. But several major shareholders including the Government of France were not impressed with the plan. It is time Kocher proves that transformation of ENGIE into a clean power company also means returns for the shareholders.

The outcomes are as follows: First, to illustrate how leaders bring in change and innovation in large well-established companies. It shows the role of leaders in leading the innovation process and in molding the companies according to the opportunities and threats presented by the macro environment. Second, to analyze the role of a leader in bringing changes in the organization. Third, to understand the strategies used by energy companies as they position their businesses in the context of a changing energy landscape.

Teaching Note

Renewable Energy – Growing cocnern about the impact of climate change on the world at large, has brought to the fore the importance of renewable energy.

CSS 4: Environmental management

In January 2005 Dr. Mean Chhi Vun, director of the Cambodian National Center for HIV/AIDS, Dermatology and STDs (NCHADS), needed to decide how to control the spread of HIV/AIDS and save the lives of thousands of Cambodians who were dying from it each year. In the seven years since Dr. Vun had been appointed director, NCHADS had built an organization that was transparent and efficient, had implemented a nationwide 100 percent Condom Use Program, had established a system that allowed individuals to voluntarily seek confidential counseling and testing, and had instituted a set of guidelines and procedures for staff at health facilities to refer HIV-positive patients to treatment clinics and link them with NGOs providing financial and psychosocial support. Now, however, Dr. Vun faced decisions about three initiatives that were critical to expanding care and treatment programs in his country. First, he needed to decide how to quickly and cost-effectively improve the national HIV/AIDS laboratory support infrastructure. Second, Dr. Vun needed to improve logistics and supply management in order to get the best prices and ensure patients had access to life-saving medicines. Finally, he needed to figure out how to provide sustainable care and treatment to the thousands of Cambodian children living with HIV/AIDS.

Create innovative solutions for large-scale, socially relevant challenges. Understand how to start, scale, and lead cross-sector public health initiatives, or any initiative requiring behavior change by a range of players on a large scale over the long term. Discover and implement operating models that balance the needs of for-profit, non-profit, and government organizations. More effectively manage situations where required resources are not under one's direct control.

We have used data mostly from published sources like The Economic Times, Forbes, The Times of India and the annual reports of Nestlé India Ltd. Because we classify it as a Teaching Case Study as per the guidelines of Emerald Publishing, we have ensured that any data presented in the case has been acquired only from published sources and is not internal company data. Citations have also been provided wherever necessary.

On 6 June 2015, Nestlé India’s top product Maggi instant noodles was banned nationwide for an unspecified period. The ban was imposed due to allegations of Maggi containing high amounts of lead and message, and consequently violating the food safety standards. What followed was the destruction of massive stocks of Maggi which had been taken off from shelves of stores countrywide. Furthermore, the company faced a huge blow financially as its sales plummeted. This case delves into how Nestlé India adopted relevant strategies to successfully avert the Maggi crisis. Some remedial measures included appointing a Managing Director who understood the market, improving the communication channel and boosting the churn out of new products along with greater emphasis on marketing and advertising.

This case is aimed mainly at undergraduate level students in the field of management studies and public relations management. This case is also relevant for students pursuing a specialization in Crisis Communication, Public Relations, Marketing and Organizational Change.

Doing business in China

This case was developed for us in an undergraduate strategy course at the point in the course when global strategies are discussed. It might also be used in an undergraduate entrepreneurship class when “diffusion of innovation” is being discussed.

This case describes the experience of a student consulting team from Baylor University working in China during the summer of 2012. The team was charged with the responsibility of determining an entry mode into China for a farm-implement company in Sweden. The students spent most of the summer in three different locations in China interviewing dairy farmers and equipment dealers to identify the proposed customers for the products and their equipment needs. Their findings led them to the conclusion that Alo, the Swedish farm implement company, would have to alter their mode of entry into the Chinese market to be successful. The decision facing Amanda Sherek, the team leader, was how to structure the team’s report to Alo to help them recognize the need for rethinking the company’s original strategy.

At the conclusion of the case discussion, students should be able to: list and explain critical findings of the students that should be involved in developing a strategy for Alo; identify the appropriate global strategy for Alo to use in entering China; relate the theory of “Diffusion of Innovation” to Alo’s situation in China; identify whether Alo was contemplating using a production orientation or the marketing concept for its entry into China; and outline a strategic plan for Alo to enter the Chinese dairy farming industry.

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Strategic management.

The case is suitable for undergraduates, MBA, and executive MBA courses.

This case on Satya Bharti School Program, an initiative of the Bharti Foundation, highlights the journey, achievements and challenges faced during the implementation of a noble vision. The case maps the strategy implemented from multiple vantage points and aims to show how the compelling need of providing quality education in rural India transformed the way people look at corporate social responsibility (CSR) activities.

The case analysis aims to help students comprehend and understand: the concept of corporate social responsibility; the strategic decision-making process amidst constraints in the context of not-for-profit organizations; how organizational excellence models are embedded to improvise practices and processes; the concept of the multi-stakeholder framework; and how external and internal issues can affect the success of a CSR program.

Teaching notes are available; links to videos are provided.