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National Pharmaceuticals: The Art of Employee Retention
Ashok Priyadarshi; Subrat Sarangi; Gloryson ChalilCase IVEY-9B20C001-ELeadership and People Management, StrategyThe chief human resources (HR) officer at National Pharmaceuticals (National), established in 1937 in Bihar, India, had been with the organization since 2007. The organization had been facing high employee attrition rates since 2013. Although the organization had reduced its employee attrition rate from 44 per cent in financial year (FY) 2014–15 to 25 per cent in FY 2017–18, the organization was yet to reach the industry benchmark rate of 12–13 p...Starting at €8.20
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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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Ola Electric's Audacious Scooter Plans on Fire
Nitin Pangarkar; Neetu YadavCase IVEY-W33537-ELeadership and People Management, StrategyOla Electric Mobility Pvt. Ltd. (Ola Electric) was launched in 2017 by ANI Technologies Pvt. Ltd., better known as Ola Cabs, as a venture for making electric scooters. Bhavish Aggarwal, one of Ola Cabs’ founders, acquired a 92.5 per cent stake in Ola Electric and pursued a path of rapid expansion. By 2022, Ola Electric had successfully raised a large amount of capital from investors, developed several subsystems (especially software) of its produ...Starting at €8.20
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Leadership in a (Permanent) Crisis (Spanish version)
Heifetz, Ronald; Grashow, Alexander; Linsky, MartyArticle HBS-R0907FLeadership and People ManagementThe current economic crisis is not just another rough spell. Today's mix of urgency, high stakes, and uncertainty will continue even after the recession ends. The immediate crisis - which we will get through with policy makers' expert technical adjustments - sets the stage for a sustained, or even permanent, crisis, a relentless series of challenges no one has encountered before. Instead of hunkering down and relying on their familiar expertise t...Starting at €8.20
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Sonrisas de Bombay: Historia de un emprendedor social
Alvarez de Mon, Santiago; Lucas, PabloCase DPO-259Business Ethics and Corporate Social Responsibility, Entrepreneurship, Leadership and People ManagementEste caso describe la historia, el desarrollo y la consolidación de Sonrisas de Bombay, ONG fundada por el periodista Jaume Sanllorente. Desde su experiencia vital, se abordan las cuestiones estratégicas de la organización, y se intenta encontrar el equilibrio entre sus valores, su misión social y los requerimientos de eficiencia, rigor e independencia.Starting at €8.20
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Bombay Theatre Company: Creating an Employer Brand Using Social Media
Gordhan Saini; Raveesh JaiswalCase IVEY-W29910-ELeadership and People Management, MarketingAfter COVID-19 lockdowns delayed its first public theatre performance in April 2020, the Bombay Theatre Company (BTC) turned to virtual performances on various online platforms, establishing an international presence and casting international artists. In May 2022, the company’s founder reflected on the human resources and business challenges he had faced in his short entrepreneurial journey. These included limited resources for talent acquisition...Starting at €8.20
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Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCase IVEY-9B13C036-ELeadership and People Management, StrategyThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Starting at €8.20
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Cyberpreneur's Wake-up Call: Cyber Security and Millennial Talent Crises
Nakul Gupta; Arjun Bhatnagar; Jyotsna BhatnagarCase IVEY-9B13E029-EEntrepreneurship, Information Technologies, Leadership and People Management, StrategyIt was summer of 2013, and the news of cyber-attacks and information security breaches was on the rise in India, as it was worldwide. Incidents such as the Axis bank’s cyber-crime incident and the news of the American National Security Agency’s global e-surveillance were creating consternation and dilemmas in the minds of information security consultants. One such consultant owned and operated an information security company, Percept Softech, a L...Starting at €8.20
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IESE Insight. Issue 10. Third Quarter 2011
IESE InsightMagazine REV-10-EEconomics, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyMauro F. Guillén and Esteban García-Canal highlight what managers of traditional, established MNCs can learn from their emerging market counterparts. Arnoud De Meyer considers the global innovation trends that have been heavily influenced by China, India and Southeast Asia. Francesc Prior and Javier Santomá take lessons from the banking sector to help all companies adapt their offer to the customers and circumstances of low-income segments. Alici...Starting at €22.00
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Micromax: Scaling the Largest Indian Mobile Handset Company
Gulati, Ranjay; Tahilyani, Rachna; DeSantola, AliciaCase HBS-415034-ELeadership and People ManagementIt is January 2014 and Rahul Sharma, cofounder of Micromax Informatics (Micromax), the largest Indian mobile handset company, is preparing for an emergency conference call with his private equity investors. In the last six years, Micromax had grown its annual product revenues from $54M to over $1B. Unfortunately, it was difficult for the founding team to keep up with Micromax's rapid growth, triggering a series of missteps in 2010 that brought th...Starting at €8.20