This case introduces Indian-born Devita Saraf, the founder and CEO of the consumer durables company, Vu Technologies, as she embarks on her entrepreneurial journey to create and scale her venture. Devita started her career as a tech entrepreneur in India in the mid-2000s when there were very few women entrepreneurs in the tech industry. The case provides an interesting avenue for a discussion on the role of gender in starting and scaling entrepreneurial ventures and the challenges that a young startup faced. The case recounts how she develops competencies and her personal brand to scale the cutting-edge luxury TV. With technologies continuing to evolve and the traditional methods of content consumption becoming increasingly obsolete, Devita ponders over the next steps in Vu's evolution to remain relevant to the new generation of television users in India and abroad. The case touches upon how as a woman entrepreneur she builds a successful tech business.

The case Career at Crossroads: Passion or Profession? focuses on the journey of a young professional and multifaceted artist, Manasi Prasad. This case reveals her career progression as she strives to excel while balancing her profession and passion. Manasi Prasad faces multiple dilemmas, trials, and tribulations during her journey. This case highlights the inherent conflict of a young professional at every stage of life. The classic dilemma is between a well-trodden path or a road less traveled and various other decision-making situations. Part A of the case ends at the peak of Manasi's career when she is faced with a crisis, that is, losing her voice, being unable to sing, and having an autoimmune disease. Part B deals with her transition. The case deals with how she led the IME team from concept to reality and subsequently managed the operations; each stage of her career had unique challenges.

The case Career at Crossroads: Passion or Profession? focuses on the journey of a young professional and multifaceted artist, Manasi Prasad. This case reveals her career progression as she strives to excel while balancing her profession and passion. Manasi Prasad faces multiple dilemmas, trials, and tribulations during her journey. This case highlights the inherent conflict of a young professional at every stage of life. The classic dilemma is between a well-trodden path or a road less traveled and various other decision-making situations. Part A of the case ends at the peak of Manasi's career when she is faced with a crisis, that is, losing her voice, being unable to sing, and having an autoimmune disease. Part B deals with her transition. The case deals with how she led the IME team from concept to reality and subsequently managed the operations; each stage of her career had unique challenges.

This case relates to a novel human resource initiative undertaken by IOCL, one of India's largest public sector organizations. IOCL, a Fortune 500 organization, had 33,000 employees spread across seven business divisions and 40 offices across India and abroad. When Ranjan Mahapatra assumed office as Director of Human Resources at IOCL in February 2018, he realized that many IOCL employees perceived that the human resources department is distant and indifferent, in spite of increasing automation of human resources function. Several concerns related to human resource policies remained unaddressed, although the organization had complaint redressal forums. Mahapatra proposed an idea of a novel role of a human resource facilitator (HRF), HR personnel who would act as a single point of contact for employees within their department and ensure that employee concerns are addressed while navigating the organizational bureaucracy. The case describes how Mahapatra and his team implemented the new HRF scheme. Within seven months of its introduction, the 41 HRFs successfully resolved 1600 queries raised by the employees, which was widely appreciated by the IOCL employees. The case ends by highlighting some challenges faced by HRFs and leaves Mahapatra wondering whether he should delay the launch of the HRF scheme in other business verticals until these challenges are overcome.