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India's Demonetization: Purging Black Money
Tulsi JayakumarCase IVEY-9B17M179-EStrategyOn November 8, 2016, the Indian prime minister announced that in an effort to counter corruption, black money, and counterfeiting, high-value currency notes of ?500 and ?1,000 denominations would be withdrawn from circulation. The currency to be removed in the demonetization exercise was worth ?15.4 trillion, or 86.9 per cent of the total value of currency in circulation. The old currency would be replaced with new ?500 and ?2,000 notes, but the ...Starting at €8.20
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Japan’s Monetary Policy: Accommodating Inflation Unconventionally
Tulsi JayakumarCase IVEY-9B18M148-EStrategyIn January 2018, the governor of the Bank of Japan (BoJ), was preparing for a meeting of the policy board of the BoJ. While the broad macroeconomic indicators hinted at a Japanese recovery, Japan still continued to have an inflation rate well below its target of 2 per cent. The accommodative, unconventional monetary policy of quantitative and qualitative easing engineered by the governor in 2013 had resulted in a bloated balance sheet for the BoJ...Starting at €8.20
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Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Tulsi Jayakumar; Nilotpal Ray; Divya Mulanjur; Debopam Basu; Gayatri PatkarCase IVEY-9B14M065-EStrategySudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the sit...Starting at €8.20
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The Indian Economy: A Macroeconomic Turnaround
Tulsi JayakumarCase IVEY-9B17M110-EStrategyIn July 2016, India celebrated the 25th anniversary of its economic reforms, which were initiated in 1991 as a result of a severe fiscal deficit-driven balance of payments crisis. The reforms saw India gradually break free of a low annual growth rate of 3.0–3.5 per cent. In 2016, with a growth rate of 7.6 per cent, India emerged as the fastest-growing economy in the world. The increases in the country’s macroeconomic indicators in the past 25 yea...Starting at €8.20
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A.P. Moller - Maersk Group: Evaluating Strategic Talent Management Initiatives
Groysberg, Boris; Abbott, Sarah L.Case HBS-412147-ELeadership and People ManagementIn 2012, Bill Allen and Maria Pejter, of Maersk Group's Human Resources Department, sat down to consider some key aspects of Maersk's talent management strategy. Headquartered in Copenhagen, Maersk was a global conglomerate with large shipping and oil & gas businesses. Among the talent management issues being discussed: an increase an employee turnover; internal training and development programs; hiring experienced talent from outside the firm; r...Starting at €8.20
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Cricket Australia: Leadership in Crisis
Tulsi Jayakumar; Ranjan BanerjeeCase IVEY-9B18C039-ELeadership and People Management, StrategyIn March 2018, Cricket Australia (formerly the Australian Cricket Board) banned the Australian cricket captain from the sport for a year due to his involvement in a premeditated attempt at ball tampering in a test match against South Africa. He was also banned from any leadership positions in the sport for at least a year thereafter and faced financial losses on account of these bans. Australian fans and political leaders were outraged at the bal...Starting at €8.20
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W.R. Grace & Co: Dealing with Asbestos Torts
Gilson, Stuart C.; Abbott, Sarah L.Case HBS-213046-EFinanceA manufacturer of building products and specialty chemicals, W. R. Grace & Co. filed for Chapter 11 bankruptcy in 2001 in response to a flood of lawsuits alleging that its products contained asbestos, and had caused hundreds of thousands of people to contract asbestos-related diseases such as mesothelioma and lung cancer. Nine years later, Grace is poised to emerge from bankruptcy with a plan of reorganization that provides for the establishment ...Starting at €8.20
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A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives, Teaching Note
Groysberg, Boris; Abbott, Sarah L.; Abrahams, RobinTeaching Note HBS-414069-ELeadership and People ManagementTeaching Note for 412147. This teaching note is an accompaniment to the case, A.P. M ller-Maersk Group: Evaluating Strategic Talent Management Initiatives. The case reviews the talent management issues being discussed at Maersk Group, a global conglomerate with large shipping and oil & gas businesses.Starting at €0.00
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Canada Mortgage and Housing Corporation in Motion
Groysberg, Boris; Abbott, Sarah L.Case HBS-417049-ELeadership and People Managementshould he continue to push forward with a change agenda? Or should the organization pause and catch its breath? This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details.Starting at €8.20
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Google Play Store in India: Playing with Networks
Tulsi JayakumarCase IVEY-9B21M044-EStrategyIn October 2020, Google LLC (Google) found itself involved in a controversy with both the Indian government and the country’s developers of mobile applications (apps). Google announced that it would be enforcing its global policy that required app developers to pay a 30 per cent commission on all in-app purchases of digital goods bought on Google Play, the company’s digital distribution platform for app purchases. Google’s announcement drew parti...Starting at €8.20