In October 2019, the director of human resources at SMP India Design Centre had a difficult situation to address. She had received a sexual harassment complaint against a senior team member from two female employees, both of whom were relatively new in the organization. Acting promptly based on the organization’s procedures manual and policies, the director initiated an enquiry. A detailed investigation found the accused guilty of gross misconduct. However, the surprising punishment handed down by the organization was only a warning letter. It seemed that taking any other action would go against the company’s best interests. The director of human resources felt torn between her responsibility to provide a safe and positive workplace for employees versus being a custodian of the corporate brand and public image. But how could she ensure a healthy working environment if the company ignored serious issues such as sexual harassment against its own employees? Should she fight the company’s ruling and provide her own advice to employees? Would her loyalty to the organization be questioned if she decided to support the two victims of sexual harassment?
The Serum Institute of India (SII), the world’s largest vaccine manufacturer by volume, faced a unique challenge in the manufacture and distribution of COVID-19 vaccines to its major stakeholders. SII had COVID-19 vaccine manufacture and supply commitments to COVAX, a joint initiative ensuring equitable access to COVID-19 vaccines for all countries and a transfer technology (licensing) agreement with AstraZeneca PLC to supply its COVID-19 vaccine. However, a sudden surge of COVID-19 cases in India during the second wave of the pandemic sharply increased demand for COVID-19 vaccines in the country, forcing the government of India to temporarily ban the export of vaccines from India. At the same time, a ban imposed by the United States on the export of critical raw materials and components used for vaccine manufacturing threatened to bring the vaccine production process at SII to a halt. SII’s chief executive officer had to now juggle meeting domestic demand within India and fulfilling SII’s international supply commitments. Failing to deliver on the commitments would not only spell legal trouble but also pose long-term reputational and business risks for his company. He had few options to navigate the situation.
Juhi Warrier was a successful human resources (HR) professional with almost two decades of work experience across various industries. She had recently joined the Indian unit of Revital Pharma Inc. (Revital), a leading healthcare manufacturer based in the United States. Heading talent acquisition (TA), Warrier was hired to bring in a fresh perspective and drive change. As only the third female among the 200 leaders in senior management roles, gender diversity was among the top goals on her agenda. However, she was in for a shock, as not only did her ideas for revamping the TA process find no takers but she also had a hard time gaining acceptance as a woman who was a senior leader on the team. The case describes the challenges faced by Warrier in championing the diversity agenda at Revital, while navigating the personal battles of gaining acceptance as a leader. Various incidents described in the case reveal the gaps in the system and the ingrained biases in the company culture. As Warrier works through the system, she is often forced to compromise on her diversity goals. Warrier now faces the dilemma of whether she should re-evaluate her goals or keep striving for equal opportunities in the TA process. What can Warrier do to succeed as a leader and build an inclusive workplace?
In June 2017, the two founders of Nilgai Foods Private Limited reintroduced Cocofly—a fresh, healthy, and pure coconut water—at the lowest price point among competing brands. The initial response to the product when it was first introduced in 2016 was overwhelmingly positive. However, the two founders were concerned in 2017 that Cocofly might be unable to sustain its success for the future. Some important questions were worrying the two founders: How could they avoid the commoditization of their product? How would they differentiate Cocofly from its competitors? Was price differentiation a sustainable strategy? What was the right marketing strategy for a market dominated by unorganized competitors and some early entrants? How should they expand their market across India, especially in the coastal cities of the country, where coconut water was readily available through unorganized companies?