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In March 2020, the Government of India announced a nationwide lockdown to prevent the spread of COVID-19. Only organizations deemed to be working in essential services were allowed to continue operating. This lockdown lasted until May 2020, during which time companies faced transportation restrictions, supply chain issues, and staffing challenges, among others. Despite this, Oil and Natural Gas Corporation Ltd. (ONGC) managed to achieve crude oil production and profits similar to the previous year. However, the company battled crises both onshore and offshore as it fought to care for its employees and their families amid lockdown conditions.<br><br>Two years later, the organizational stress and personal toll exacted by the nation’s lockdown still haunted the group. However, while the events had been traumatic and arduous, they also offered potential lessons for the company, something that the management team was interested in. What capabilities had aided the company during the lockdowns? ONGC’s Human Resources Director, Dr. Alka Mittal, wanted to understand how employees had coped and managed during the lockdowns so she could formulate a future-oriented “People Strategy Plan” to combat potential similar future crises. However, she was also worried that revisiting such intense experiences could bring strong negative emotions to the forefront and increase employee stress, thereby decreasing morale and job satisfaction. ONGC’s management needed to determine how best to handle the situation so that it could prepare for future crises without damaging its existing relationship with employees.

In March 2020, the Government of India announced a nationwide lockdown to prevent the spread of COVID-19. Only organizations deemed to be working in essential services were allowed to continue operating. This lockdown lasted until May 2020, during which time companies faced transportation restrictions, supply chain issues, and staffing challenges, among others. Despite this, Oil and Natural Gas Corporation Ltd. (ONGC) managed to achieve crude oil production and profits similar to the previous year. However, the company battled crises both onshore and offshore as it fought to care for its employees and their families amid lockdown conditions.<br><br>Two years later, the organizational stress and personal toll exacted by the nation's lockdown still haunted the group. However, while the events had been traumatic and arduous, they also offered potential lessons for the company, something that the management team was interested in. What capabilities had aided the company during the lockdowns? ONGC's Human Resources Director, Dr. Alka Mittal, wanted to understand how employees had coped and managed during the lockdowns so she could formulate a future-oriented "People Strategy Plan" to combat potential similar future crises. However, she was also worried that revisiting such intense experiences could bring strong negative emotions to the forefront and increase employee stress, thereby decreasing morale and job satisfaction. ONGC's management needed to determine how best to handle the situation so that it could prepare for future crises without damaging its existing relationship with employees.

Two friends started the company Whizz in 2013 with a fleet of seven cars and a team of 12 people in Delhi. Within three years, Whizz had increased its fleet to 2,200 cars, capturing approximately 60–70 per cent of the Indian car rental market. The company had ambitious plans to expand to other cities with the rapid growth in the industry and increasing disposable incomes among millennials—the typical Whizz customer group. When one partner quit for personal reasons, the other was left to manage the company’s marketing and business development divisions, and to secure new funding. Although Whizz was the first mover in the Indian market, it had not seen a profit since its inception, and now, in 2016, pressure was increasing, with Whizz's organized competitors having similar ambitious expansion plans. The remaining partner had to decide how to address these challenges and manage the risks of his business model, while maintaining operations and making a profit.

Two friends started the company Whizz in 2013 with a fleet of seven cars and a team of 12 people in Delhi. Within three years, Whizz had increased its fleet to 2,200 cars, capturing approximately 60-70 per cent of the Indian car rental market. The company had ambitious plans to expand to other cities with the rapid growth in the industry and increasing disposable incomes among millennials-the typical Whizz customer group. When one partner quit for personal reasons, the other was left to manage the company's marketing and business development divisions, and to secure new funding. Although Whizz was the first mover in the Indian market, it had not seen a profit since its inception, and now, in 2016, pressure was increasing, with Whizz's organized competitors having similar ambitious expansion plans. The remaining partner had to decide how to address these challenges and manage the risks of his business model, while maintaining operations and making a profit.

Presentation for product 8B18M023.

In September 2015, Bartos Stainless Limited, an Indian steel-producing company that emerged as a strong brand in the mid-2000s, was facing a series of internal and external challenges: challenges from frequent changes at the chief-executive-officer level, fluctuating metal prices, the global slowdown of the steel industry, increasing competition from imports, and diminished investor confidence. The managing director needed to address these challenges and manage the risks of his business model, while maintaining profits.

In September 2015, Bartos Stainless Limited, an Indian steel-producing company that emerged as a strong brand in the mid-2000s, was facing a series of internal and external challenges: challenges from frequent changes at the chief-executive-officer level, fluctuating metal prices, the global slowdown of the steel industry, increasing competition from imports, and diminished investor confidence. The managing director needed to address these challenges and manage the risks of his business model, while maintaining profits.