• Growing Friday Engineering in a Globalised Economy: Crossing Cultural Barriers

    At the onset of the COVID-19 pandemic, Ganesh Thummer, chief executive officer of Friday Engineering, faced a daunting challenge. Friday Engineering, which is a multinational manufacturer of medical devices, had recently partnered with a European firm. But the Indian and European teams, collaborating for the first time, were encountering significant conflict. Thummer decided to intervene but was facing resistance from his Indian office staff who wanted to maintain their traditional practices and beliefs. Thummer had to figure out how to bring the teams together while respecting the values of both teams, encouraging collaborative efforts, and providing inclusive leadership to foster a harmonious and motivated workforce.
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  • Prabhu Murthy Industries: To Trust or Not to Trust

    On July 15, 2022, the senior marketing manager of Prabhu Murthy Industries Limited participated in a high-priority meeting attended by all of the company’s executives to discuss a pressing issue. The company’s unstable financial position and disappointing results had tarnished its reputation among investors. The company had to quickly raise funds by promoting itself as a favourable investment option for the public and investors, and the senior marketing manager was entrusted with developing an advertisement that would fulfill this purpose. As he contemplated the challenging week ahead, the senior marketing manager grappled with determining the most effective course of action to achieve the company’s objective. How would he convey the right advertising concept to effectively inspire confidence in investors and stakeholders? His contemplation would also underscore the importance of ethical communication in the financial services industry.
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  • Rangoli: Expanding a Preschool Franchise Business after the Pandemic

    In March 2023, the co-founder of Rangoli Group of Institutes, Prahar Anjaria, was contemplating expanding his educational venture across the country. Founded in 2009 in Vadodara, Gujarat, India, the organization was a successful and award-winning preschool chain. The company was focused on imparting holistic learning with high moral, ethical, and pedagogical insight, as well as giving back to society through various social and cultural settings. With an evolving educational marketplace and new government regulations, Anjaria was wondering if this was the right time to expand across the country. What would be the impact of national expansion? How could he be sure to retain the core educational philosophy that made Rangoli Group of Institutes unique?
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