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Cynet Systems Private Limited (Cynet) was a subsidiary of Cynet Corporation, a technology services firm providing staffing support for US clients. The Cynet team in India was based in smaller Indian cities such as Karnal and Dehradun. When a lockdown was announced in early March 2020 to curb the spread of COVID-19 in the country, the recruiters working for Cynet had to shift to remote work. This was a dramatic shift for the young recruiters, most of whom were recent college graduates. The onus of ensuring the client deliverable was met was on Shyam Sharma, the team leader at Cynet. At that time, the company created a centralized data reporting team, and in December 2021 the organization was still looking to enhance an analytics dashboard to better predict employee performance; further analytical insights would allow Cynet's top management to make better predictive outcomes versus what was currently being measured to evaluate performance.

Spreadsheet to accompany product W31026.

Instructor Spreadsheet to accompany product W31027.

Cynet Systems Private Limited (Cynet) was a subsidiary of Cynet Corporation, a technology services firm providing staffing support for US clients. The Cynet team in India was based in smaller Indian cities such as Karnal and Dehradun. When a lockdown was announced in early March 2020 to curb the spread of COVID-19 in the country, the recruiters working for Cynet had to shift to remote work. This was a dramatic shift for the young recruiters, most of whom were recent college graduates. The onus of ensuring the client deliverable was met was on Shyam Sharma, the team leader at Cynet. At that time, the company created a centralized data reporting team, and in December 2021 the organization was still looking to enhance an analytics dashboard to better predict employee performance; further analytical insights would allow Cynet's top management to make better predictive outcomes versus what was currently being measured to evaluate performance.

Spreadsheet Supplement for Case W31026

Group Business Services (GBS), a shared services organization predominantly based in India, provided support services to Koninklijke DSM NV (Royal DSM), a multinational corporation headquartered in the Netherlands, which produced nutrition- and health-related products. When the COVID-19 pandemic created a set of “new normal” circumstances for business organizations, GBS India, like many businesses, introduced remote working for all of its employees during the pandemic lockdown. The company experienced a series of challenges from March to July 2020. While some employees and managers offered positive feedback, many expressed doubts and misgivings about remote working. The challenges they reported compelled the GBS leaders to debate whether or not to continue remote working in the post-lockdown period. More importantly, they had to decide how best to establish a balance between employees’ concerns related to remote working and the need to maintain business continuity in the context of the COVID-19 crisis. They needed to design the optimum working model for GBS India in this new-normal era.

Group Business Services (GBS), a shared services organization predominantly based in India, provided support services to Koninklijke DSM NV (Royal DSM), a multinational corporation headquartered in the Netherlands, which produced nutrition- and health-related products. When the COVID-19 pandemic created a set of "new normal" circumstances for business organizations, GBS India, like many businesses, introduced remote working for all of its employees during the pandemic lockdown. The company experienced a series of challenges from March to July 2020. While some employees and managers offered positive feedback, many expressed doubts and misgivings about remote working. The challenges they reported compelled the GBS leaders to debate whether or not to continue remote working in the post-lockdown period. More importantly, they had to decide how best to establish a balance between employees' concerns related to remote working and the need to maintain business continuity in the context of the COVID-19 crisis. They needed to design the optimum working model for GBS India in this new-normal era.

In March 2016, India-based information technology start-up MD Solutions was facing a human resources challenge. Since 2012, the company had offered a three-day-a-month flexible work arrangement to its employees. Because of a family emergency a star performer, and the key person on a high-value project, needed to be relocated to his hometown, which was over 1,000 miles away. The company faced several challenges: how could it devise a new flexible work arrangement policy for retaining the star performer without hurting the cost structure and team morale; deal with virtual complexities; and develop a sustainable human resources framework that would benefit the company in the long-run in terms of performance excellence and talent retention.

In March 2016, India-based information technology start-up MD Solutions was facing a human resources challenge. Since 2012, the company had offered a three-day-a-month flexible work arrangement to its employees. Because of a family emergency a star performer, and the key person on a high-value project, needed to be relocated to his hometown, which was over 1,000 miles away. The company faced several challenges: how could it devise a new flexible work arrangement policy for retaining the star performer without hurting the cost structure and team morale; deal with virtual complexities; and develop a sustainable human resources framework that would benefit the company in the long-run in terms of performance excellence and talent retention.

Student spreadsheet for product 8B16M147.

Between 2012 and 2015, Viom Networks Limited (Viom), India’s largest independent telecommunications tower company, transformed its business from a position of near financial ruin to one of sustainable profitability. Viom’s journey demonstrated how suitable initiatives, supported by relevant leadership, can bring about remarkable improvement in a company. When American Tower Corporation (the world’s largest independent tower company) acquired a 51 per cent stake in Viom, it brought unexpected change. Further, the dynamism of the telecom industry presented challenges and opportunities that could bring about significant changes for the company into fiscal year 2016/17 and onwards. In its upcoming phases, Viom wanted to focus on predicting the next technological breakthrough and enabling growth ahead of the industry curve. How would Viom deal with these challenges?

Student spreadsheet for case W16555.

Between 2012 and 2015, Viom Networks Limited (Viom), India's largest independent telecommunications tower company, transformed its business from a position of near financial ruin to one of sustainable profitability. Viom's journey demonstrated how suitable initiatives, supported by relevant leadership, can bring about remarkable improvement in a company. When American Tower Corporation (the world's largest independent tower company) acquired a 51 per cent stake in Viom, it brought unexpected change. Further, the dynamism of the telecom industry presented challenges and opportunities that could bring about significant changes for the company into fiscal year 2016/17 and onwards. In its upcoming phases, Viom wanted to focus on predicting the next technological breakthrough and enabling growth ahead of the industry curve. How would Viom deal with these challenges?