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The case deals with project management principles that are required for implementing a social project in India.

The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.

The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.

Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

HRM, training, strategic HRM.

The case is designed for undergraduate and graduate level business students (BBA and MBA) in human resource management, organizational behavior, strategic HRM, corporate leadership and general management. The case provides an overview of the importance of diffused HRM practices in developing countries on the basis of standardized rules and cultural values defining these rules. The case presents the situation of HR management practices in SIH, Islamabad on the basis of different styles followed by HR managers to develop an egalitarian model aspired on the basis of local values but at the same time is on the line of international standards.

In Shifa, It was observed that locally trained HR managers could better synchronize employees' aspirations with standards of diffused model as compared to foreign trained managers. It was found that the former group of professionals appreciated local values; therefore they considered these values while following standardized rules and regulation; whereas the latter group took it as a bunch of obsolete concepts which had nothing to do with employee management practices in urban/modern organization. Therefore, positive perception of locally trained managers' about the indigenous' wisdom and its consideration in employee management decisions enabled them to play a proactive role in developing cultural fit HR practices, besides winning the support of both, management and the workers. This also allowed them to “maintain balance” between local aspiration and international standards of operations. Although SIH is unique in terms of its mission, services, organization, and its use of technology, it is believed that this unique case may provide useful insights for organizations in similar situations. Many of the difficulties faced by SIH either support or help to understand situations prevailing of other organizations working in the context of Pakistan. For instance, any public or private organization or multi-national corporation following Western (diffused) HR model to regulate workforce in the local setting can get benefit from this research.

The teaching objectives of the cases are apprehend the importance of diffused HRM practices in developing countries context. importance of indigenous wisdom of flexibility and culturally fit HR practices as a proactive approach towards HR issues handling the case of Mr Shahbaz and Ms Aysha Ahmad. Importance of social networking and controlled personalized models for employee regulation, e.g. case of Mr Abid Elahi.

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1. Analyze the factors influencing the creation of a social enterprise, while appreciating the theoretical perspectives on social entrepreneurship and social innovations. 2. Analyze the impact of social enterprises on sustainable development. 3. Recognize the need for different types of strategies in the varied situation. 4. Analyze the business model.

Shashi Kumar, the CEO of Akshayakalpa Farms & Foods Pvt Ltd (Akshayakalpa), is determined to take the business to the next growth level. He has integrated technology to measure and monitor the quality of milk and to reach out to tech-savvy customers. Owing to the preservative-free and short life of milk, he believes that redesigning the marketing and distribution strategies is the only way to ensure the massive expansion and growth that will enable Akshayakalpa to reach out to customers directly and quickly. Another issue he was facing was a lag in receivables. Their receivables from vendors were delayed and held up because of issues related to product spoilage and returns. This has posed a liquidity challenge to Akshayakalpa. Amidst all these challenges, he wants to develop the best strategy to take the business forward to the next level.

This case can be used in undergraduate or postgraduate courses in Management, Social Entrepreneurship and Business Sustainability with special relevance to social enterprise creation, enterprise growth strategies, sustainable development, sustainable business models, etc.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case is intended to introduce participants to basic personality types and the role they play in group decision making situations. The Myers-Briggs Type Indicator (MBTI) framework is used as the theoretical foundation to explore various personality types. The complexities involved in decision making in a group with divergent personalities are explored through a dilemma faced by Suvasi Textiles. The management team of Suvasi Textiles is grappling with a critical decision which can decisively change the future of the organisation; the case illustrates how the different personality types are impacting the decision making process. The case can serve to highlight the impact of type dynamics on team effectiveness, conflict negotiation, response to change and stress management.

Quantifying the efficacy of marketing is an age-old challenge. As John Wanamaker said a century ago, “Half the money I spend on advertising is wasted; the trouble is I don't know which half.” The big difference today, however, is that the Internet enables detailed tracking of marketing campaigns in real time, or near time. Exemplifies how to leverage the Internet to dramatically improve the efficacy of marketing. Centers upon the Microsoft Security Guidance marketing campaign, which was designed to change IT professionals' perception of Microsoft's software product security. The integrated marketing campaign involved print media, analyst relations, and online advertising. The advertising was designed to drive IT professionals to a Web site on security guidance, then sign them up for free in-person security training classes. Illustrates two important best practices for marketing in the Internet age: first, the campaign was designed to be measured, and second, agility was specifically designed into the campaign. In addition to tracking weekly click-through data from the print and online advertising, the campaign also used online pop-up customer perception surveys. Analyzing the click-though data, Microsoft realized it had a problem at the end of the first week of the campaign–there were far fewer signups for the training sessions than anticipated. By the end of the second week the campaign was changed, resulting in a huge improvement in efficacy. Creates a scorecard illustrating the pros and cons of the Microsoft approach compared to a more traditional campaign. Illustrates how, rather than creating big-bang campaigns, high-performing marketing organizations today are continually experimenting. They build flexibility into campaigns and design them to be measured.

To learn how to leverage the Internet in marketing campaigns, analyze click-through data and online survey results acquired in near time, and learn how it is used to fine tune and dramatically improve a campaign. Furthermore, illustrates how nonfinancial metrics can be used to quantify marketing efficacy.

This case talks about the role that can be expected to be played by a disabled woman in an organization and shows how a disabled woman can assume a leadership position and be a role model.

This case identifies the qualities that help a person from a minority group succeed in the corporate environment; examines the contribution that a disabled person, especially a woman can make to an organization; analyzes transformational leadership; assesses the importance of inclusive design in today’s products; and recognizes the corporate role in ensuring an inclusive culture that encouraged disabled people.

The case “Sumaira Latif at P&G: pioneering inclusive design and accessibility to all” provides an in-depth look at the efforts of Sumaira “Sam” Latif (she), Accessibility Leader at P&G, to incorporate inclusive design in the company’s product packaging. Sam – a blind woman and mother of three – had always struggled to use various everyday products. Her personal struggles drove her to find ways to fix such problems for people with disabilities. So, after a decade of experience at P&G, when she got an opportunity to interact with the top management, she convinced them that catering to the disabled was not charity, but a smart business move. Sam also put forth the role she could play in helping P&G make products with an inclusive design. Impressed with her, P&G made her Special Consultant for Inclusive Design, a position specifically created for her. Sam created the widely lauded tactile indicators which helped the blind differentiate between shampoo and conditioner bottles. P&G then promoted her to the position of Company Accessibility Leader, wherein she played a pivotal role in bringing inclusive design to more of P&G’s products. Sam also played a critical role in making P&G adopt certain technologies to help the blind shop for the company’s products independently, apart from ensuring that all P&G ads were audio-described. However, Sam had an ambitious vision to infuse inclusive design into all products, which required her to bring about a culture change in the CPG industry. She was also faced with the predicament of how to ensure that audio-described ads became a media buying standard, considering the wide-scale resistance to it. How can Sam succeed in making the CPG industry develop inclusive design, the way she convinced P&G to do it?.

Graduate and post-graduate programs.

Supplementary materials Teaching Notes are available for educators only.

The learning outcomes are as follows:

1. enable students to appreciate how a platform company can navigate through diminishing network effects;

2. enable students to foresee the downside of scaling up a platform business;

3. enable students to appreciate the trade-off between an efficiency-centric and a novelty-centric business model for platform businesses; and

4. enable students to create a platform business model canvas for a company.

The teaching case discusses the dilemma of Akshay Chaturvedi, the founder of Leverage Edu, an artificial intelligence-enabled platform for students seeking admission to foreign universities. It had received nearly US$9.6m in funding until December 2021.

Chaturvedi wanted to make the best use of his funds, but was torn between turning Leverage Edu into an “efficient platform” and transforming it into a “novelty-centric platform”. The teaching note attempts to resolve Chaturvedi’s dilemma by analyzing competitors using the platform canvas model and determining how Chaturvedi could create and use network effects to Leverage Edu’s advantage. The case is based on secondary data that is freely available in the public domain.

This case is intended for MBA Entrepreneurship students taking a platform business elective. It can also be used in faculty and management development programs under the banner “Technology and Platform Businesses”.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry performer in China. This case studies HSTYLES' innovation in business model and organizational management. HSTYLE's workgroups have achieved the balance of responsibilities and rights in a small team of three members at minimum, while mobilizing the enthusiasm and initiative of the line managers with the support of public service sector. At the same time, HSTYLE enriches its brand style, establishes a fashion cloud platform, and integrates individual and organizational consumers into its existing fashion design, manufacturing and sales system.

The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.

Management – NGOs and organizational growth challenges.

Undergraduate/MBA – The case can be used in an executive MBA or management development program (especially for the development sector) to discuss the importance of design in the successful transition from one phase to another in an organization.

Social and Development Research and Action Group (SADRAG) incepted in 2004 as a registered not-for-profit organization. It was started by Dr Mala Bhandari. In 2014, Dr Bhandari estimated that SADRAG would have to expand to 7-10 employees in the Noida office and 6-8 employees in the new center in North India by the end of 2014, to manage the portfolio of projects envisaged at this time. Dr Bhandari's major challenge was how to manage the organization and meet its growing needs, and she felt burdened and stressed due to multiple demands on her due to internal issues and external interactions. People looked to her for guidance and directions. Because of the growing pressure, Bhandari decided to get an assessment done for her organization's growing needs.

To appreciate the challenges faced by non-governmental organizations (NGOs) in India. To diagnose the stage of organizational growth of SADRAG using Greiner's model of organizational growth. To appreciate the issues and problems faced by NGOs as organizations.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.