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Hotel Annapoorna: Is Change Management and Leadership at a Crossroads?
This case encapsulates the challenges faced by Jegan Damodaraswamy in extending the core competency of quality and customer service for the renowned Hotel Annapoorna, in Coimbatore, India. In addition, he had to figure out how to overcome the hurdles after his grandfather’s death and retain the organization’s legacy. Damodaraswamy was a third-generation entrepreneur who took over the business as chief executive officer in 2023. Since taking over, he has introduced many changes and instilled business ethics in the organization. The organization bloomed under his leadership. However, COVID-19 caused a slump in the organization. They were unable to employ a full staff, and sales plunged drastically. How would Annapoorna rebuild its brand and reposition itself? Would Damodaraswamy re-envision his grandfather’s aspirations and strengthen the brand value? Should he drive toward transforming the organization and redefining its vision? The case illustrates change management in an organization and the trade-off between expanding a sustainably profitable core competency and growth to its other verticals. -
AIIMS Bhubaneswar: Building Shared Values and Balancing Polarities
On June 5, 2023, the head of hospital administration and joint medical superintendent at All India Institute of Medical Sciences (AIIMS) was contemplating his responsibility to the streams of outpatients that were coming from various parts of eastern India with hope and anxiety. Elderly, young, fragile, poor, and needy patients alike placed strong confidence in the professional excellence of medical practitioners at AIIMS Bhubaneswar, located in Odisha, India. The large medical institution, housing India’s top medical talent, offered high quality medical education and supported the health care needs of the country’s underserved population. However, the head of hospital administration wondered if the AIIMS goals should reflect the deep-rooted philosophy, objectives, and deliverables of the doctors. Should patient service be featured in the formally stated institutional goals that had been an integral part of the purpose of the medical fraternity at AIIMS? Could a shared vision be built and strengthened in the letter and spirit of this leading medical institution? Integrating shared values into the institution’s goals would require answering these questions.