個案總覽

This case describes the knowledge management (KM) initiatives at the level of a unit of one of the largest chemical companies in India. The unit, Tata Chemicals Ltd, Mithapur, has a unique knowledge base accumulated over generations of experiments, trials, and errors. It is in the midst of implementing a rejuvenation plan that has created opportunities for external knowledge assimilation and new knowledge generation. With details on the initiatives for knowledge collection, sharing, measurement of performance and the systems for rewards and recognition, the case provides an opportunity to the participants of a programme on Knowledge Management to analyze the initiatives and make recommendations for the future to the head of Knowledge Management function at the company. The participants would be able to map the realm of knowledge management in an organization and discern - how KM initiatives contributed to the transformation of the organisation from manufacturing centred mind-set to customer focused one.

This case describes the teaching and learning processes in Ayurveda, the ancient Indian system of medicine as explained by Vaidya Hardikar. He practised the system of diagnosis through 'Nadi Nidan', pulse reading and treated patients according to the principles of Ayurveda, the ancient Indian system of Medicine. The transfer of knowledge happened through formal and informal processes where he assisted his father and other practitioners in preparing medicines, interrogating the patients and pronouncing diagnosis. The participants can identify and analyze the various processes in the transfer of tacit and explicit knowledge.

This case describes the innovations of a medical practitioner over six decades of practice. It provides an opportunity to the participants to analyse the motivation, processes, constraints and outcomes or innovating efforts of individuals as opposed to corporate. During his career Dr. Shah has experimented with novel methods of treatment, applications of known solutions and new product formulations. At the end of his career Dr. Shah is wondering whether the innovating efforts were worth their while.

This case describes the financial and non financial performance of Starbucks, a large organisation provided as on 2007. Howard Schultz, the promoter and chairman of the corporation is disturbed by the decline in the performance of Starbucks, especially the dilution of customer experience. He is required to analyse what happened and adopt a course of action to strengthen Starbucks' performance vis a vis competitive attacks. The participants are required to analyse the situation, generate options for Starbucks and make recommendations for the future, including whether Jim Donald, the current incubent, needs to retained as the CEO of Starbucks.

This case describes the journey of a Doctor from curiosity to product formulation to enterprise promotion and presents the problems faced by him in succeeding commercially. The innovator perceives the innovation to be a medical success and a commercial non startec. The case provides an opportunity to evaluate the efforts of Dr. Shah and propose a strategy for the future.

The case presents the dilemma of Mr. Bhattacharya, the principal of Chandrabala Modi Academy, a three year old co-educational school, having classes up to grade VIII, located in the city of Ankleshwar in the industrial belt of Western India, in responding to a request made by a senior official of the Police Department and President of Rotary Club. He was informed by them that the menace of drug abuse in the city was increasing and how the children of the school might get affected. They had explored the possibility of the school initiating a campaign to educate the local community and the school children, against drugs. Mr. Bhattacharya wondered if the school could organise an activity that engaged the children in swimming across the river Narmada. This could draw the attention of the local community towards the issue. Such an event might also infuse a spirit of adventure among the children and build a positive image for the school. However, crossing the river involved considerable risk as children's lives could be at stake. Police authorities and the Rotary club had offered to support the event. However the consent of the school management, and of the parents whose children would be participating in the river crossing, needed to be taken.

Supplement to case A00028. The case is about Chandrabala Modi Academy, a CBSE affiliated school established in 1992 with the support of an individual group in the Western part of India. In the last ten years, the children of the school have performed well in the board examinations. The school has emphasized the 'social dimension of education' by undertaking a number of co-curricular activities which focus on addressing social issues and developing a spirit of adventure. Some of the activities organized over the years included crossing of the river Narmada by school children to draw attention to drug abuse, undertaking a 50 km long walk to protest against child labour, organizing earthquake relief work with the support of children and parents, rebuilding an old school, mountaineering and other tours and treks in different parts of the country. On the completion of the academic year in 2003, the principal has called a meeting of teachers to review the past decade and develop a strategy for the next three years.

Mr. Alok Kumar Gupta is required to decide his company's response to a proposal for becoming a sub-contractor to A - One Confectioneries Privte Limited (APL) a large national player in the biscuit industry with aspirations to be a leader in every region. The case describes the details of the proposal, history of KCPL, a biscuit manufacturing company, and the impact of competition on its performance. It also describes the experience of alliance with another company in the industry. It presents the aspirations of the founders in becoming a leading national player in the industry. The advantages to the company are in getting assured return on investment and access to APL's manufacturing expertise. The disadvantages are a possible loss of independence in decision making, dilution of company's own brand, and family prestige.

Supplement to case A00014. This case describes the experience of Kanpur Confectioneries Private Limited (KCPL), a family managed company, in being a contract manufacturer for A-One Confectioneries Private Limited. The alliance had worked to the advantage of KCPL. It had prospered as a profitable contract manufacturer. It had used the surplus to diversify into unrelated businesses. The family members, however had doubts regarding the employment opportunities provided by the move. They were not sure whether the progress was sustainable. Alok Kumar Gupta, Chairman and Managing Director of KCPL, along with his brothers and son, is required to review the strategy and performance of his company and develop a course of action for the future.