In late 2015, the chief people officer at IndiaFirst Life Insurance Company, a joint venture with two public sector banks in India, faced a new challenge. The company's managing director and chief executive officer communicated the company's goal to become India's largest insurance provider and to be among India's top five insurance companies by 2020. The chief people officer was tasked with ensuring the company had the organizational capabilities in place to achieve this goal. Although the chief people officer was confident he could complete the task, he needed to devise a plan, roll it out, and deliver it promptly to meet the pressing expectations of achieving the new vision.

This case describes the situation faced by a Trust named ArthaKranti. ArthaKranti (meaning economic revolution) was formed in 2005 to offer an unconventional taxation proposal based on Banking Transaction Tax (BTT). The BTT proposal is radical in nature, with minimum role of the state and with increased efficiency and reach. The vision of ArthaKranti Pratishthan is aligned to the concept of "Vasudhaiv Kutumbakam" or "Global Family-hood". The case provides an opportunity for participants to step into the shoes of the founder Anil Bokil (Bokil) and build a strategy to get BTT implemented. Participants use data on BTT and the public awareness attempts made so far and make reasonable assumptions with the use of SWOT analysis and Pros and Cons analysis to examine the feasibility of BTT. Bokil's lack of experience in politics as well his appealing to all political parties, provides an interesting background context for a rich case discussion.

In July 2016, Baba Iqbal Singh Kingra Ji, Chairperson, The Kalgidhar Trust-Society (TKTS), a non-profit social development organization based in Himachal Pradesh, India, wanted a plan for expanding the rural school activities of TKTS. In 2012, TKTS had fixed a target of 500 academies with 250,000 students to be achieved by 2020. As of 2016, it ran 129 schools that catered to 62,000 students. Apart from continuing with its donations and bank loan-based model, TKTS could explore franchising, entering into management contracts with existing schools, lease in land, or enter into public-private partnerships with the government.

This case describes a situation in which Malkit Singh Bal (Bal) partner of Bal Roadlines shares with Mr. Ghura, who was about to be hired as consultant for Bal Roadlines, about the rise in issue of fraud and crime done by the fleet drivers and asked him to help a way out to solve the problem. The purpose of this case is to provide an opportunity to the participants of an MBA or Management Executive Education Programme to step into the shoes of Ghura, a consultant and to explore the options and to select the best possible option to offer a solution to Bal. The context for this involvement is the rise in fraud and crime done by the fleet drivers.

This case describes a situation in which Vivek Vyas and Vimal Popat conceive an idea to start an online obituary advertising platform. Vyas and Popat then discuss the possible ways to start an online obituary advertisement platform. The purpose of this case is to provide an opportunity to step into the shoes of Vyas and Popat and explore the best possible option to offer an alternate solution to print obituary advertisement. The case provides the context for students to examine alternate options for the print obituary advertisement amidst lack of entrepreneurial experience of Vyas and Popat.

In June 2013, redbus.in, a bus ticketing website, was acquired by the Ibibo Group, a subsidiary of South Africa based internet and media firm Naspers Ltd, for USD 135 million. Soon after signing the deal, Phanindra Sama - CEO and co-founder of redBus, went for a holiday to London along with his parents. Sama remained incommunicado during the 10 day trip by not acquiring a local number and not accessing his emails. During Sama's absence, senior management team of Alok Goel and Satish Gidugu at redBus along with three mid-level managers submitted their resignation. Apart from employees of redBus, the Ibibo takeover team was also 'foxed' as desperate calls and emails to Sama elicited no response. This case examines the chaos created due to Sama's absence and helps in understanding the issues when a technology start up is acquired.