個案總覽

By April 2019, the Bihar Rural Livelihoods Promotion Society (Jeevika), had become a cornerstone in empowerment and poverty-eradication efforts in Bihar, the poorest state in India. With an innovative talent-management initiative known as the Young Professional (YP) program, Jeevika aimed to harness the potential of top-tier postgraduate students to drive its projects. However, the organization faced significant challenges with this program, including a high turnover rate and growing dissatisfaction among YPs regarding disparate compensation and career progression opportunities. The YP program was established to bring fresh, innovative perspectives to Jeevika, and it succeeded in making substantial contributions to major World Bank–funded projects like the Bihar Rural Livelihoods Project and the Bihar Transformative Development Project. Despite these successes, the growing number of grievances about unequal pay, a lack of job security, and unclear career trajectories led to numerous resignations. Senior leaders at Jeevika now stood at a crossroads, needing to decide whether to continue, amend, or dissolve the YP program in light of these challenges. Members of the leadership group had different views on these issues and the strategic implications of any changes they might make to the policy. Should the company discontinue the program? If it chose to continue it, how could it best address the issues YPs faced? What policies would best serve them?

Indian Oil Corporation, a public sector undertaking of the Government of India, is faced with the prospect of the deregulation of the oil industry in India and the need to compete with nimble new market entrants. A major initiative toward this end is the enterprise resource planning system that the company has commissioned. Now, several years into the implementation, several snags arise; the implementation is clearly not going as planned. The company must decide how to bring the implementation back on track and also use the lessons it has learned to re-evaluate whether it is headed in the right direction.

Indian Oil Corp., a public sector undertaking of the government of India, faces the prospect of the deregulation of the oil industry in India and the need to compete with nimble new market entrants. A major initiative toward this end is the enterprise resource planning system that the company has commissioned. Now, several years into the implementation, a number of snags arise; the implementation is clearly not going as planned. The company must decide how to bring the implementation back on track and also use the lessons it has learned to re-evaluate whether it is headed in the right direction.

In March 2002, the general manager of Mathura Refinery had to respond to new national legislation that mandated the production of new cleaner-burning fuels. While these fuels would reduce vehicular emissions in the country, there was the possibility of increased local emissions from the refinery from the new processes used to produce these fuels. Effluent and oily sludge emissions also demanded management attention. The general manager recognized that Mathura Refinery had unique constraints because of it close proximity to the Taj Mahal. Any future expansion of the refinery's capacity would be contingent on its ability to reduce sulfur dioxide emissions and address public expectations.