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In August 2011, the newly hired chief executive officer of the Indian firm Headstart Industries Ltd. (HIL) faced a dilemma over whether or not to allot funds for a new project of a business unit that had poor performance over several years and had affected the company's overall profitability. The chief executive officer was faced with a tough choice between acting against the dominant culture of HIL by refusing to fund the new project or displeasing the board members who had hired him to bring about organizational change. He was well aware of the board members’ belief that the division in question was a burden on HIL's resources and should be closed down. Should he appease the culture, or should he accept the risks and approve the funding?

In August 2011, the newly hired chief executive officer of the Indian firm Headstart Industries Ltd. (HIL) faced a dilemma over whether or not to allot funds for a new project of a business unit that had poor performance over several years and had affected the company's overall profitability. The chief executive officer was faced with a tough choice between acting against the dominant culture of HIL by refusing to fund the new project or displeasing the board members who had hired him to bring about organizational change. He was well aware of the board members' belief that the division in question was a burden on HIL's resources and should be closed down. Should he appease the culture, or should he accept the risks and approve the funding?

AWARD-WINNING CASE: Adjudged second-best case at the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants.<br><br>This case describes the successful journey of Dr. Amita Joshi in a medium-sized Indian pharmaceuticals organization, Samuel Drugs, which was facing serious performance problems. As CEO, Joshi realized that the organization had strong manufacturing capability but that it lacked marketing excellence and badly needed someone who could be tasked with making the company marketing-oriented. Joshi selected a young general manager of sales, Rajesh Mishra, as director of marketing. He proved to be an excellent choice and performed very well in his new role. Samuel Drugs had three subsidiaries and one of them, Eastern Pharmaceuticals Limited, required a managing director and Mishra was selected. He also continued to perform his previous role of director of marketing. Then conflict ensued between Joshi and Mishra. This case reveals the important roles of communication, co-ordination, multiple and diverse stakeholders, and organizational conflict in determining organizational effectiveness. It also highlights the point that managers need to tackle both formal and informal aspects of an organization, rational and social sides of organizational life, and changing dynamics of relationships.

"AWARD-WINNING CASE: Adjudged second best case at the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants. This case describes the successful journey of Dr. Amita Joshi in a medium-sized pharmaceuticals organization, Samuel Drugs, in India, which was facing serious performance problems. Joshi realized that the organization had strong manufacturing capability; however, it lacked marketing excellence and badly needed someone who could be tasked with making the company marketing-oriented. Joshi selected, out of turn, a young general manager of sales, Rajesh Mishra, as director of marketing. He proved to be an excellent choice and performed very well in his new role. Samuel Drugs had three subsidiaries, and one of them, Eastern Pharmaceuticals Limited (EPL), required a managing director, and Mishra was selected. He also continued to perform his previous role of director of marketing. Then conflict ensued between Joshi and Mishra. This case reveals the important roles of communication, coordination, multiple and diverse stakeholders, and organizational conflict in determining organizational effectiveness. This case also highlights the point that managers need to tackle both formal and informal aspects of an organization, rational and social sides of organizational life, and changing dynamics of relationships and networks."