Elsa Blix, (fictitious), a political appointee in the Foreign Affairs Ministry of Sweden, tackles two undersecretary positions. In the first (Case A), she is ignored and has to carve out her own remit in order to make a legitimate contribution to Sweden's chairmanship of the Barents Euro-Arctic Council (BEAC). She chooses a subject well known to her and employs an egalitarian approach, taking on much of the work herself. In the second (Case B), she has a defined role, but repeatedly meets resistance from the permanent employees of the division. This time she has to find a way to bring them all on-side in order to deliver a massive amount of data within a tight deadline. The seccond case is set against the background of the Arctic Council which Sweden chaired from 2011 to 2013.
redBus, the world's largest online bus ticket provider, required all employees across various data engineering and product teams to interact with each other daily for Agile product development. The COVID-19 pandemic necessitated the development of a quick and interesting mechanism to deliver new-hire induction that would reduce the time-to-productivity of new hires. To address this need, Prabhanjan Kulkarni, the CHRO of redBus, and Srijeet Sarkar, Director of the Learning & Development (L&D) team, developed an immersive web-based online induction, which they extended to a partially immersive meta-based virtual reality platform sans an interactive avatar. The platform delivered an engaging experience and reduced time-to-productivity, while also releasing leadership bandwidth otherwise required for repetitive onboarding activities and providing a ready knowledge repository for all employees. It yielded additional benefits but also presented some challenges. The millennial and centennial new hires were overwhelmed by this technology's experience and use, which was enhancing the employer brand of redBus. However, older-generation employees found the experience uncomfortable and preferred the conventional physical induction process. The success of meta-learning initiated the development of an in-house mobile and web-based learning management system (LMS). Replete with assessments mapped to individual role levels and competencies for the various departments and teams, the e-learning modules provided learning guides for free online learning, before and after score tracking, and enabled employees to own their learning and development journey. The customized assessment framework also enabled redBus to map the trainee engineers to appropriate teams based on their skill capabilities, ensuring the high productivity of the young engineers.
The PM begins with exploring the problem space, gaining an understanding of the larger context of the problem, namely the online bus travel sector in India and the challenges faced by the industry players. Then he conducts a deeper investigation of the actual user behavior data on redBus using Product Analytics (specifically, the method of funnel analysis) to identify the major scenarios when the platform users were not completing the ticket purchase. The PM uncovers that the users searching for bus tickets on the shorter routes seemed to drop off significantly more just after looking at the available bus options, as compared to the longer routes. Next, the PM formulates hypotheses to examine the reasons behind this intriguing behavior of short route travelers, and tests them using customers interactions and field studies. From the rigorous user research and hypotheses testing, the PM could confirm three categories of expectations of short route travelers which were not being fully met by the current features of the platform. Armed with this clarity about the problem space, the PM moves into the solution space, ideating feature solutions for the users. With inputs from various stakeholders, he finally designs a platform feature called 'Open Ticket' that could fulfill the three needs of their short route users. Then he worked with the engineering team to develop and launch the MVP of the solution using the Agile Scrum methodology. Finally, the post-launch user behavior was tracked to validate the efficacy of the Open Ticket solution. Unfortunately, the designed solution did not work as per expectations, leaving the PM with a decision dilemma that is critical in lean startups, i.e., whether to persevere with the Open Ticket idea by trying to fix it, or drop it completely and pivot to a new idea?
The case is set in November 2021 and traces the journey of a unique women-led collective-Weavers Resource Bridge (led by Talish Ray and her fellow handloom enthusiasts)-that provided much-needed financial support to a community of weavers across India during the COVID-19 crisis. These weavers hailed from different parts of India and were masters of their art forms, but due to lack of capital and patronage, were slowly losing touch with their art because they were forced to take up other work to sustain themselves and their families. In the short span of six months, this volunteer group raised a whopping INR 15 million (about US$198,642). Because it was a time-intensive undertaking, only a limited number of weavers could be supported directly by the Bridge. Though they had exceeded the preset goal and helped the weavers become financially stable once again, the women from the Bridge wanted to ensure that the weavers continued to produce irreplaceable art, which was their forte, and find buyers regularly. As Ray thought of scaling up this initiative, an idea for a nonprofit emerged, whose goals would be to bridge the skill gap among artists and ready them for the 21st century marketplace while simultaneously educating patrons. This meant that processes had to be put in place for long-term sustainability and weavers had to be taught the technical skills to use online platforms and sustain sales across borders. Even as Ray wondered about the fundamental values that would guide this nonprofit and the operating model necessary to foster its growth, she worried about the nagging problem of capital. What Ray had achieved was just a drop in the ocean. How could these artisans be provisioned with the much-needed capital support to sustain their craft and ensure that this invaluable inter-generational knowledge was transmitted, contributing to the country's intangible cultural heritage?
Boards of directors have important responsibilities in the context of top management succession processes. However, their role has not been sufficiently studied in the setting of family-controlled firms. Meanwhile, family executives often play a major role in the performance of family firms. In fact, replacing those family managers has important implications and needs to be treated as a priority by boards of directors. In this industry note, we explore the unique challenges that succession processes pose for the boards of family firms. We conclude that boards of directors should be particularly conscious of the need for planning, coordinating, and overseeing succession processes to meet both the business challenges and the controlling family's expectations.
This technical note introduces the concept of applying subtractive thinking to problem-solving. The essential work of almost any employee in an organization is to solve problems and make something better. And more often than not, the tendency is to add to what currently exists, not take something away. This note shares obstacles to the use of subtractive ideas for transformations and changes, as well as the advantages of removing complexity. It offers an overview of the problem-solving process, from mental representation of the initial situation, through brainstorming possible transformations, to conceiving of various goals.
Many companies lose significant revenue to counterfeiters who sell fake products that look identical to the real thing and unscrupulous supply chain partners who divert legitimate products for unauthorized sale on the black market. To effectively combat illicit trade, leaders need to embrace a multilayered approach that includes keeping tabs on the upstream supply chain, using traceable packaging, and educating consumers.
It was the autumn of 2022, and Payal Tekchandani, cofounder and partner of The Wedding Clinic (TWC), sat down with her operations team in Pune, Maharashtra, to discuss the plan of action for the upcoming quarter. She had established TWC in 2017. It was a unique offering in medical aesthetics that enabled brides, bridegrooms, and their families to enjoy the best of skin and hair treatments. Payal's entrepreneurial journey included managing operations for diverse and unrelated businesses. She had stepped in to take charge of her family business nine years ago. Three distinct business entities-TWC, Tender Skin Products Pvt Ltd. (TSPPL), and Tender Skin International Cosmetology Academy (TSICA)-operated under the umbrella of Tender Skin International (TSI), a multispecialty skin clinic founded by her mother, Dr. Sonia Tekchandani, in 2003 in Mumbai. TSI also trained beauticians in skincare and manufactured skin care products. Using company-owned clinics, they had bootstrapped the business without external funding. Each clinic required high capital expenditure for operating and purchasing, and installing the machinery. Since Payal took over, business service revenues had quadrupled. However, given the dynamics of the changing business environment, the pandemic, and changing consumer behavior, it was time for Payal to rethink the business interlinkages. She wished to scale the clinics' operations and was facing a dilemma: should she open another center in Mumbai or focus on other cities? The latter option would mean seeking funding and adopting the franchise store model across the country.
Tina Garg, founder and CEO of a creative agency, Pink Lemonade, reflects upon her entrepreneurial journey of establishing a brand, growing the business from a small to a midsized firm, and partnering and scaling up to become a global firm. While planning for growth and expansion, she was at the critical juncture of rethinking her strategy. Garg faced the dilemma of positioning her firm differently while scaling up consistently across pricing, people, processes, and operations. Case A discusses how Pink Lemonade transitioned from a boutique communication agency to a strategic brand partner. It delves into the decision-making dilemmas that Garg faced while growing the firm and the actions needed to reposition the organization during the pandemic. Having worked on prestigious projects, she aimed to grow the ticket size of business engagements with existing clients. Garg confronted several challenges in scaling the business, as well as the risk of diluting the distinct organizational culture she had created over the years.
Tina Garg, founder and CEO of a creative agency, Pink Lemonade, reflects upon her entrepreneurial journey of establishing a brand, growing the business from a small to a midsized firm, and partnering and scaling up to become a global firm. While planning for growth and expansion, she was at the critical juncture of rethinking her strategy. Garg faced the dilemma of positioning her firm differently while scaling up consistently across pricing, people, processes, and operations. Case B discusses how Pink Lemonade grew its business model and transformed its organizational structure. Strategy became a part of each vertical and each engagement with clients. Pink Lemonade adhered to the new normal of working with a hybrid workforce. The case discusses the changes introduced by Garg in pivoting the organization and taking business overseas, leaving the reader wondering if this would be a sustainable business model for Garg in the future.
The Miccosukee Indians, a small tribe of indigenous people in South Florida, have a long-standing interest in protecting the land, waterways, and habitats of the Everglades, their ancestral home, which serves as a watershed for urban areas in Miami-Dade County and a defense against climate change. For many years, the Everglades were threatened by suburban development and oil drilling. Recently, tribal members had engaged in various actions to increase awareness and reduce harm, including a protest march, use of the arts, and restoring habitats for fish, while also lobbying public officials and joining with environmental groups. Now, Curtis Osceola, chief of staff to the newly elected tribal chairman, assessed the value of actions to date and considered wanted what kinds of coalitions the tribe should join or convene for greater impact on Everglades restoration and climate change mitigation.
In March 2020, the Government of India announced a nationwide lockdown to prevent the spread of COVID-19. Only organizations deemed to be working in essential services were allowed to continue operating. This lockdown lasted until May 2020, during which time companies faced transportation restrictions, supply chain issues, and staffing challenges, among others. Despite this, Oil and Natural Gas Corporation Ltd. (ONGC) managed to achieve crude oil production and profits similar to the previous year. However, the company battled crises both onshore and offshore as it fought to care for its employees and their families amid lockdown conditions.<br><br>Two years later, the organizational stress and personal toll exacted by the nation’s lockdown still haunted the group. However, while the events had been traumatic and arduous, they also offered potential lessons for the company, something that the management team was interested in. What capabilities had aided the company during the lockdowns? ONGC’s Human Resources Director, Dr. Alka Mittal, wanted to understand how employees had coped and managed during the lockdowns so she could formulate a future-oriented “People Strategy Plan” to combat potential similar future crises. However, she was also worried that revisiting such intense experiences could bring strong negative emotions to the forefront and increase employee stress, thereby decreasing morale and job satisfaction. ONGC’s management needed to determine how best to handle the situation so that it could prepare for future crises without damaging its existing relationship with employees.
The managing director of Leosb Private Limited has to select a distribution channel for his factory-produced roti (a flat bread popular in India) in the city of Hyderabad, a large metropolitan city in India. In July 2022, he considered the best distribution channel, which would offer access to retail consumers, and be cost effective, easy to scale, and expandable to related product categories. His options were using one or more distributors, selling to modern trade outlets, developing a sales team to sell directly to retail outlets, or selling directly to the consumer through Leosb’s website and mobile app. He was running out of funds, so his time was limited.
<p align="justify">On April 12, 2022, a devastating mudslide covered 87 hectares of the Toyota South Africa Motors factory located in Durban, South Africa. The company’s president and chief executive officer was facing various immediate issues including mud flooding of the plant, employees stranded within the plant, growing concerns over electrical shorting and possible electrocution due to rising water levels, and the plant’s closure in response to the flooding. As a result of the flooding, the plant had to shut down for five months, which deeply impacted the entire supply chain of original equipment manufacturers and dealers who depended on Toyota South Africa Motors for their sustainability. The consequences of a prolonged plant closure could affect multiple stakeholders, including 8,000 employees and the larger South African economy. Toyota South Africa Motors contributed approximately 130,000 Toyota vehicles per year for the local market and for global export. The company’s president needed to contain the immediate crisis and work with Toyota South Africa Motors stakeholders to lead a substantial recovery from the disaster.
In late 2021, Vahe Dombalagian, a managing director at Madison Dearborn Partners (MDP), contacted MoneyGram International Inc. (MoneyGram) chief executive officer Alex Holmes to discuss the middle-market private equity (PE) firm’s potential interest in a transaction with MoneyGram. MoneyGram was a global leader in the cross-border peer-to-peer (P2P) payment market, working to transition to the fast-growing digital payment market amid the emergence of low-cost financial technology competitors.<br><br>The case provides a discussion about deal evaluation metrics used by leveraged buyout (LBO) PE firms and provides necessary information to construct an LBO model to calculate the internal rate of return (IRR) and multiple of invested capital (MOIC) to determine an appropriate offer.<br><br>MDP was granted access to internal MoneyGram information and met with firm representatives as it worked with its financial advisers to obtain a debt commitment letter. The banks agreed to fund a debt financing package, and MoneyGram notified bidders that definitive acquisition proposals needed to be received by January 24, 2022. The MDP deal team needed to work quickly to finalize their offer.
In the spring of 2021, Raymond (Ray) Jefferson applied for a job in President Joseph Biden's administration. Ten years earlier, false allegations were used to force him to resign from his prior U.S. government position as Assistant Secretary of Labor for Veterans' Employment and Training (VETS) in the U.S. Department of Labor (DOL). Two employees had accused him of ethical violations in hiring and procurement decisions, including pressuring subordinates into extending contracts to his alleged personal associates. The DOL Office of the Inspector General (OIG), headed by an interim inspector general, supported their claims. The Deputy Secretary of Labor gave Jefferson four hours to resign or be terminated. Jefferson filed a federal lawsuit against the U.S. government to clear his name, which he pursued for eight years at the expense of his entire life savings. Why, after such a traumatic and debilitating experience, would Jefferson want to pursue a career in public service again? The case explores Jefferson's personal and professional journey from upstate New York to West Point to the Obama administration, and how he faced and addressed adversity at several junctures in his life. The case allows instructors to discuss resilience, career pathways and derailment, leadership style, and the pursuit of passion.