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This case is the first of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of the India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case A sets the stage for addressing open defecation in rural India and discusses the human resources and strategic challenges to implementing SBM from the vantage point of the new Secretary. It ends with strategic dilemmas related to what the new SBM team should do once they had sized up the challenges to eliminating open defecation by 2019. The case provides an opportunity to deliberate the managerial and strategic decisions of a globally relevant public behaviour change and rural infrastructure development program as well as different forms of public sector implementation in the Indian context.

The learning outcomes for this case study are as follows: learning outcome 1: evaluate the environmental context of Youth Employment Service (YES) and ascertain whether YES is a social enterprise. Students will provide an analysis of what is happening around the business, and why addressing youth unemployment is an urgent matter to address; learning outcome 2: apply basic financial principles to evaluate the basic profit and loss statement of YES. In a business management class, students need to recognise the importance of applying basic financial principles to ensure the financial sustainability of a business. Therefore, the objective is for students to evaluate the basic profit and loss statement in the case’s exhibit. The focus is not necessarily on the numbers, but rather on the insight that students will gain into the organisation’s strengths and development areas; and learning outcome 3: create recommendations by considering the exploitation of existing opportunities and the exploration of new opportunities to innovate. Students should understand the principles of organisational ambidexterity and provide suggestions on how they can be used by organisations to reshape their desirable future.

On 31 March 2022, Leanne Emery Hunter, the chief operating officer of the YES, was considering how YES could increase their impact. Hunter considered how to convince more corporations to sponsor their efforts in creating work experiences for South African youth. In addition to exploiting these efforts that they were already involved with, YES could explore new opportunities to increase their impact, such as focusing on the community hubs and the innovative products they were developing. Expanding YES’s community hubs to serve as support to the youth would require a capital investment in technology and specific skills within the next six months. Hunter, therefore, faced the dilemma of managing the tensions between focusing on YES’s existing offering, which had a social impact, while paying attention to secure their future by focusing on the financial sustainability and expansion of YES. Its ceremonial inauguration in March 2018 was ushered by President of South Africa Cyril Ramaphosa, followed by its registration in October 2018. YES was challenged to look for new ways of creating a proactive growth strategy. YES had a social mission to address youth unemployment, students will, however, need to ascertain whether YES is a social enterprise. The case shares financial results and students have an opportunity to calculate profit and loss and offer recommendations on the financial viability of YES while fulfilling their social mission of contributing to youth employment. Students must give recommendations to resolve the dilemma of Hunter in managing the tension between their existing social impact and the future financial sustainability of the business.

The case is suitable for post-graduate courses in business management in business administration programmes.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation.

MBA; marketing management; specialis ed courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate.

Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.

An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective.

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During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI). CSHI faced the threat of congressional hearings and an investigation by the U.S. Government Accountability Office, triggered by an unflattering New York Times article alleging that CSHI had an unusually large number of customer complaints and was denying legitimate claims. This threat came in addition to broader systemic problems, including the fact that the entire LTC industry was barely profitable. What little profitability existed was dependent on the goodwill of state insurance regulators, to whom the industry was highly beholden for approvals of rate increases to keep it afloat. Furthermore, CSHI had unique strategic challenges that could not be ignored: First, the expense of administering CSHI's uniquely heterogeneous set of policies put it at a disadvantage relative to the rest of the industry and made rate increases especially necessary. Second, state regulators were negatively predisposed toward Conseco because of its notorious reputation and thus were often unwilling to grant rate increases. Finally, CSHI was dependent on capital infusions totaling more than $1 billion from its parent company, Conseco, for which Conseco had received no dividends in return. Faced with pressure from Conseco shareholders and the looming congressional investigations, what should Prieur do? Students will discuss the available options in the context of a long-term relationship between Conseco and state insurance regulators. Prieur's solution to this problem proved to be innovative for the industry and to have far-reaching consequences for CSHI's corporate structure.

After reading and analyzing this case, students will be able to: evaluate the impact of a regulatory environment on business strategy; and assess the pros and cons of various market strategies as well as recommend important non-market strategies for a firm in crisis in a highly regulated industry.

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

This case is designed to achieve the following learning objectives: recognize the impact of personality traits on leadership style; identify the key elements in a turnaround strategy; examine leadership best practices from a gender perspective; and assess the role of strategic decision-making on company growth.

The case study describes how Lisa Su (Su), the first woman CEO of Advanced Micro Devices, helped turn around the debt-laden semiconductor firm within a decade through her transformational leadership, vision and values. The case first touches upon Su’s early life and education and the influence of her parents in shaping her personality. It then focuses on the first half of Su’s career, during which she was working on semiconductor projects and was involved in research and product development, and how she made the gradual shift to a people management role in her stint of over a decade at IBM followed by a leadership opportunity at Freescale Semiconductor Inc. The case then describes Su’s move to AMD in 2012 as Senior Vice President and General Manager of the company’s global business divisions at a time when AMD was nearly US$2.5bn in debt and revenues had increased only once in the previous five years. There were also rumors of bankruptcy and spin-offs after the company lost more than US$1bn in the year 2012. The cas

This case is meant for MBA students as part of their Organizational Behavior, Leadership, and Strategic Management curriculum.

Teaching notes Student feedback details.

CCS 11: Strategy.

Acme Inc, a large retailer, explores the use of Data warehouse for addressing their decision support infrastructure Challenges. Acme plans for a pilot study to assess the feasibility and evaluate the business benefits of using Data warehouse. The focus of this case is to ascertain the steps involved in design, development and implementation of a Data warehouse.

The research methodology used for this case study follows a comprehensive approach, combining both primary and secondary sources to ensure a well-rounded understanding of the subject. Primary sources include in-depth interviews with the founders of the company, providing valuable firsthand insights into their experiences and decision-making processes. Multiple company visits were also conducted, enabling a closer examination of the operational aspects and allowing for a more holistic perspective on the case. Complementing these primary sources, secondary sources were used, consisting of a diverse array of articles from leading journals, newspapers, magazines and other reputable sources. These secondary sources offer a broader context and perspective, enriching the case study’s content and ensuring a robust foundation for classroom discussion and analysis.

True Elements was a clean health food brand that emerged from the vision of Mr Sreejith Moolayil and co-founder, Mr Puru Gupta, who recognized the potential of promoting healthy foods in India inspired by the health-conscious lifestyle that they observed during their work tenure in China. The co-founders began their entrepreneurial journey in 2011 with “Healthy World” kiosks inside IT company campuses in Delhi, Mumbai and Pune. However, early challenges surfaced as the target market narrowed. Undeterred, the founders sought innovative solutions to expand their reach and created “True Elements” – a brand that resonated with health-conscious consumers given its positioning as a clean and minimally processed food brand devoid of chemicals, preservatives and added sugars. True Elements excelled in the online market and catered to a few offline markets. To sustain and augment their success, the entrepreneurs sought a strategic partnership and succeeded with Marico Ltd. However, challenges remained on the horizon. One was the need to appeal to a new target group: the 25–45 age group with a lower monthly income of INR 30,000. Another pressing question was exploring the entry into the modern trade sector.

This case can be taught in undergraduate and post-graduate business management programs for marketing, strategy and innovation and entrepreneurship related courses. Apart from that, this case can also be discussed in incubator programs as cases highlighting entrepreneurship can facilitate discussions among early-stage founders, providing practical insights and lessons for their ventures. This case also can be discussed very effectively in management classes for working executives.

Social Entrepreneurship/management of non-profit organizations (and non-government organizations).

Undergraduate/MBA/Executive MBA.

PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy.

The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO.

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