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Ivey Business School (Canada)
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Hewlett Packard eHealth Center: Healthcare Access Through Technology Convergence
Kajari Mukherjee; Michael J. Rouse; Bhuvaneashwar SubramanianCase IVEY-9B17M101-EStrategyIn 2012, eHealth Centers (eHCs) digitally delivered affordable medical care and diagnostic support for patients in villages and remote areas of India where it was otherwise unavailable. The solution was initially conceived and developed as a mandate from Hewlett Packard India’s corporate social responsibility team under the leadership of the chief technology officer. The eHCs design incorporated a self-contained diagnostic centre in a container, ...Starting at €8.20
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NationWide Primary Healthcare Services: Evolving Business Model
Kajari MukherjeeCase IVEY-9B15M012-EEntrepreneurship, StrategyNationWide Primary Healthcare Services has launched a chain of primary healthcare clinics in India with the aim of bridging the gap between fragmented general practitioner services and highly expensive, specialist hospital care. The potential need for primary care is immense, though its delivery through organized retail is a new concept in India. The case describes the organization’s initial four years’ of operation. The clinics are not doing as ...Starting at €8.20
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Sandu Pharmaceuticals: Family Dynamics and Succession
Kajari Mukherjee; Sanjay GoelCase IVEY-9B19M055-EEntrepreneurship, StrategySandu Pharmaceuticals Ltd. (Sandu Pharmaceuticals) was a publicly listed company operating in the pharmaceuticals and health care sector. It manufactured Ayurvedic medicines. Incorporated in 1985, the company traced its history back over more than a century. The third generation was at the helm of the firm in September 2016. The company’s director, was thinking about how previous successive generations in the family had handled the challenge of a...Starting at €8.20
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Perna Arts: Managing the Complexity of Creativity and Commerce
Kajari MukherjeeCase IVEY-9B14M098-EStrategyPerna Arts is a movie production company that has gradually branched into related businesses straddling distribution, exhibition, programming and education. The company was among the first to go public after the movie business attained industry status in India. It was also one of the first to recruit a professional manager as its chief executive officer to put in place processes, systems, performance metrics and procedures aligned to its strategi...Starting at €8.20
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Sandu Pharmaceuticals: Family Dynamics and Succession - Teaching Note
Kajari Mukherjee; Sanjay GoelTeaching Note IVEY-8B19M055-EStrategyTeaching note for product 9B19M055.Starting at €0.00
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Hubtown (A) and (B): Designing and Implementing a Bottom-Up Approach to Performance Management - Teaching Note
Kajari Mukherjee; Meenakshi Aggarwal-GuptaTeaching Note IVEY-8B16C053-ELeadership and People ManagementTeaching note for product numbers 9B16C053 and 9B16C054.Starting at €0.00
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Hubtown (A): Designing a Bottom-Up Approach to Performance Management
Kajari Mukherjee; Meenakshi Aggarwal-GuptaCase IVEY-9B16C053-ELeadership and People Management, StrategyIn 2014, Hubtown Limited (Hubtown), an Indian real estate development company, was attempting to implement a process to differentiate between its employees in order to enhance performance, identify employees who could be groomed for future growth, and distribute rewards. Hubtown was consolidating to concentrate on a few large, complex projects in residential and commercial spaces in urban centres. Like other companies in the industry, it competed...Starting at €8.20
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Hubtown (B): Implementing a Bottom-Up Approach to Performance Management
Meenakshi Aggarwal-Gupta; Kajari MukherjeeCase IVEY-9B16C054-ELeadership and People Management, StrategySupplement for product number 9B16C053.Starting at €5.74