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In March 2023, Campbell Wilson, managing director and CEO of Air India, announced that the owners of the airline, the Tata group, planned to consolidate their airline portfolio. On the one hand, the group’s two full-service carriers (FSCs), Air India and Vistara, would be merged to form a single brand; on the other hand, so would the group’s two low-cost carriers (LCCs), Air India Express and Air Asia India. Wilson had joined Air India in June 2022, only a few months after the Tata group had taken over the debt-ridden airline from the government of India. Although it was clear that the Tata group wanted to consolidate its airline portfolio into one FSC brand and one LCC brand, some industry experts had expressed doubts about the Air India–Vistara merger, given their very different brand associations and heritage. Deciding whether to consolidate the brands was not easy. Would doing so be the right decision strategically, or should other options be explored?

Atal Indore City Transport Service Limited operated Indore Bus Rapid Transit System, the main public transport system in the city of Indore, in the central Indian state of Madhya Pradesh. Indore Bus Rapid Transit System ran through an important section of the city, along a corridor 11.57 kilometres long with 21 bus stops. Operating the system involved meeting hourly demand for bus service-a task that required scheduling buses and their deployment to achieve the desired frequency. Indore Bus Rapid Transit System used modern technologies to identify passenger demand and the location of vehicles at all times during operation, and it used the data to plan and execute bus operations. Demand varied considerably between bus stops; therefore, management science techniques were needed for optimal planning. How could passenger service be maximized while optimizing the use of buses?

Student spreadsheet to case W21259

From Volkswagen's emissions fiasco to Wells Fargo's deceptive sales practices to Uber's privacy intrusions, corporate scandals are a recurring reality in global business. Compliance programs increasingly take a legalistic approach to ethics that focuses on individual accountability. Yet behavioral science suggests that people are ethically malleable, so creating an ethical culture means thinking about ethics not simply as a "belief" problem but also as a "design" problem. The authors suggest four ways to make being good as easy as possible: Connect ethical principles to strategies and policies, keep ethics top of mind, reward ethical behavior through a variety of incentives, and encourage ethical norms in day-to-day practices.

The case is based on a dynamic real-life story. In this case we have examined how Faurecia decorative division has used digital tools and technology, both hardware and software, to first modernize its interior division in Abrera (Spain) plant in 2015 which eventually transformed the plant into a profitable unit while before it was losing 3 M€ every year from 2003.

The case describes the various industry 4.0 options which were available to Faurecia for digital transformation and finally illustrate the process of successful implementation of the digital transformation strategy in Abrera' plant by overcoming various challenges, the value proposition, the execution of the plan, and the costly pitfalls along the way.

The case covers real time experiences of the people involved in digital transformation, capture the lessons learned and explain how Faurecia was able to transform its plant into a culture of innovation for the manufacturing processes.

In June 2016, Indian e-commerce giant Flipkart Private Limited (Flipkart) faced a common issue among online retailers: the firm needed to optimize its product return rates to reduce losses caused by returns. Accordingly, Flipkart changed its return policy, including raising the commission fees charged to sellers by an average of 5 per cent. Many sellers resented the policy change, and more than 1,800 led an online protest against Flipkart, which was unprecedented in India. These sellers made their accounts inactive and removed the product listings for nearly 1 million product units. Seeing an opportunity, Amazon India decreased its commissions on various product categories by 2–7 per cent to lure disgruntled sellers to its platform. While its competitors experienced rapid growth, Flipkart struggled to keep the market share it had acquired so far. The company experienced a massive drop in its valuation during fiscal year 2015–16, and had not registered any profit since its inception in 2007. Flipkart had to reduce its losses resulting from a high number of returns without displeasing both of its key stakeholders—sellers and customers.

In June 2016, Indian e-commerce giant Flipkart Private Limited (Flipkart) faced a common issue among online retailers: the firm needed to optimize its product return rates to reduce losses caused by returns. Accordingly, Flipkart changed its return policy, including raising the commission fees charged to sellers by an average of 5 per cent. Many sellers resented the policy change, and more than 1,800 led an online protest against Flipkart, which was unprecedented in India. These sellers made their accounts inactive and removed the product listings for nearly 1 million product units. Seeing an opportunity, Amazon India decreased its commissions on various product categories by 2-7 per cent to lure disgruntled sellers to its platform. While its competitors experienced rapid growth, Flipkart struggled to keep the market share it had acquired so far. The company experienced a massive drop in its valuation during fiscal year 2015-16, and had not registered any profit since its inception in 2007. Flipkart had to reduce its losses resulting from a high number of returns without displeasing both of its key stakeholders-sellers and customers.

The associate project manager for the Indian branch of SAP Labs, a multinational enterprise that provides software and software-related services, has been meeting with his manager to discuss ways to estimate staff requirements across shifts for the company’s provisioning team. The team works three shifts, 24 hours a day, seven days a week and services multiple types of requests in the form of tasks, which have one of seven priorities assigned to them. Service level agreements with customers require that the initial reaction time of the team meet specific requirements, which differ across priorities. Employing service agents involves costs for the organization. The project managers must identify a shift schedule that minimizes the number of staff used in a service setting while meeting the service level agreement expectations.

The associate project manager for the Indian branch of SAP Labs, a multinational enterprise that provides software and software-related services, has been meeting with his manager to discuss ways to estimate staff requirements across shifts for the company's provisioning team. The team works three shifts, 24 hours a day, seven days a week and services multiple types of requests in the form of tasks, which have one of seven priorities assigned to them. Service level agreements with customers require that the initial reaction time of the team meet specific requirements, which differ across priorities. Employing service agents involves costs for the organization. The project managers must identify a shift schedule that minimizes the number of staff used in a service setting while meeting the service level agreement expectations.

This case details Rural Litigation and Entitlement Kendra's (RLEK) transformation from a small movement to a well-established organization of more than 150 people. The focus of the case is on identifying the main features of the hill community advocacy group's seemingly perfect setup and recommending solutions to help RLEK move to the next level. The case briefs the reader on RLEK's background as a non-governmental organization (NGO), the reason for its inception, and its current methodology and strategy. Sections on finance, operations, projects, awards, organizational structure, and culture provide insight into the functioning of the NGO. The case also discusses the various problems faced by RLEK in its day-to-day operations, including intense competition, employee attrition, non-streamlined operations, and challenges to its operating principle of the real bottom line (i.e., the development of marginalized and underprivileged societies). The protagonist in the case faces a host of unanswered questions.