個案總覽

The case discusses a non-governmental organization, Udayan Care, founded in 1994 by Dr. Kiran Modi to raise orphans in a family environment and re-integrate them into society through its Udayan Ghar program. Udayan Care diversified into providing a variety of other services over time, including education to underprivileged girls through the Udayan Shalini Fellowship (USF) program, which began in 2002, and vocational skills to disadvantaged youth through its Udayan Care IT and SD (Information Technology and Skill Development) centers in 2003. By 2015, the organization had grown to include 13 Udayan Ghars and seven IT and SD centers in and around New Delhi in North India, while the USF program had spread to 10 cities throughout India including Kolkata, West Bengal, in East India, Jaipur, Rajasthan, adjoining New Delhi and Hyderabad, Telengana, in South India. Since 2008, Udayan Care had also established affiliates in Australia, the United States and Germany. While the founder was charismatic, enthusiastic and untiring in her efforts to build resources, generate commitment from the mentor parents who provided support to the children in the orphanages, and forge relationships with the community as well as with multinational organizations, scaling up was a challenge. Key issues involved hiring and retaining top level staff and paying more attention to fund-raising to administer a larger organization and enable continued growth.

Founded in 1997, Kalamandir was established in one of the poorest tribal areas in India to revive tribal dances and arts and generate livelihoods. It was now active in over 114 villages and its activities had helped increase the incomes of over 2,500 households. Despite strong achievements, much more would have to be done to make a substantial improvement in the lives of tribal villagers in Jharkhand, an impoverished region of India. The question was how to scale the activities and induce socio-economic development in a sustainable way. How could livelihood opportunities associated with arts, dance, culture and handicrafts be broadened while strengthening the region's core agricultural income? How could the local leadership pool in villages be expanded and what mechanisms could be introduced to minimize conflicts or resolve them faster? How could Kalamandir attract dynamic professionals? Which government and private organizations did it have to develop stronger relationships with in order to access the financial resources it needed to grow?

Founded in 1997, Kalamandir was established in one of the poorest tribal areas in India to revive tribal dances and arts and generate livelihoods. It was now active in over 114 villages and its activities had helped increase the incomes of over 2,500 households. Despite strong achievements, much more would have to be done to make a substantial improvement in the lives of tribal villagers in Jharkhand, an impoverished region of India. The question was how to scale the activities and induce socio-economic development in a sustainable way. How could livelihood opportunities associated with arts, dance, culture and handicrafts be broadened while strengthening the region’s core agricultural income? How could the local leadership pool in villages be expanded and what mechanisms could be introduced to minimize conflicts or resolve them faster? How could Kalamandir attract dynamic professionals? Which government and private organizations did it have to develop stronger relationships with in order to access the financial resources it needed to grow?

PowerPoint presentation for product 8B11M083.

Ocimum Biosolutions, a start-up Indian bioinformatics venture in 2000, had established a presence in Europe and the United States by 2010. The contract research outsourcing industry was expected to continue to grow, as large pharmaceutical companies in industrialized countries were outsourcing work at all stages of the drug development lifecycle — from discovery research to clinical trials designed to accelerate drug development as established drugs came off patent. The current challenges for Ocimum were continued growth and the ability to manage expansion while balancing risk. Anu Acharya, Ocimum’s CEO, was considering possible solutions.

Ocimum Biosolutions, a start-up Indian bioinformatics venture in 2000, had established a presence in Europe and the United States by 2010. The contract research outsourcing industry was expected to continue to grow, as large pharmaceutical companies in industrialized countries were outsourcing work at all stages of the drug development life cycle - from discovery research to clinical trials designed to accelerate drug development as established drugs came off patent. The current challenges for Ocimum were continued growth and the ability to manage expansion while balancing risk. Anu Acharya, Ocimum's CEO, was considering possible solutions.