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Presentation to accompany product 8B20C001.

The chief human resources (HR) officer at National Pharmaceuticals (National), established in 1937 in Bihar, India, had been with the organization since 2007. The organization had been facing high employee attrition rates since 2013. Although the organization had reduced its employee attrition rate from 44 per cent in financial year (FY) 2014–15 to 25 per cent in FY 2017–18, the organization was yet to reach the industry benchmark rate of 12–13 per cent. This issue needed to be urgently resolved, as the organization would soon launch a new product range for which it required additional employees. A meeting was called with all the functional heads within HR. As the group discussed what had gone wrong and what had helped National in the past, they identified several factors that had led to the company’s high employee attrition rate and noted various human linked HR policies. The group had two weeks to create an effective action plan to meet the benchmark attrition rate of 12 per cent. This plan would be presented to the board of directors. Should the company change its recruitment, selection, performance management, and training policies to create the organizational culture the leaders aspire to? Should it invest in more training and development?

The chief human resources (HR) officer at National Pharmaceuticals (National), established in 1937 in Bihar, India, had been with the organization since 2007. The organization had been facing high employee attrition rates since 2013. Although the organization had reduced its employee attrition rate from 44 per cent in financial year (FY) 2014-15 to 25 per cent in FY 2017-18, the organization was yet to reach the industry benchmark rate of 12-13 per cent. This issue needed to be urgently resolved, as the organization would soon launch a new product range for which it required additional employees. A meeting was called with all the functional heads within HR. As the group discussed what had gone wrong and what had helped National in the past, they identified several factors that had led to the company's high employee attrition rate and noted various human linked HR policies. The group had two weeks to create an effective action plan to meet the benchmark attrition rate of 12 per cent. This plan would be presented to the board of directors. Should the company change its recruitment, selection, performance management, and training policies to create the organizational culture the leaders aspire to? Should it invest in more training and development?

In July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time—not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lunch class sessions, and they risked missing attendance. Most faculty members had zero tolerance for late entrants. A MICA faculty member from the business management area was entrusted with studying the situation, determining the cause for delay, and proposing remedial measures. He needed to identify the weakest link in the chain and then propose an infusion of resources that would buffer this constraint, thereby reducing the total time students and other members of the MICA community spent in the dining hall during lunch hours.

In July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time-not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lunch class sessions, and they risked missing attendance. Most faculty members had zero tolerance for late entrants. A MICA faculty member from the business management area was entrusted with studying the situation, determining the cause for delay, and proposing remedial measures. He needed to identify the weakest link in the chain and then propose an infusion of resources that would buffer this constraint, thereby reducing the total time students and other members of the MICA community spent in the dining hall during lunch hours.

In 1999, three brothers opened a small fast food outlet in a small city in Eastern India. The geodemographics of the city changed markedly over the next few years, providing the brothers with an opportunity to redefine their business and grow. By focusing on who their customers were and what they needed, the brothers created a new market in the city's fast food sector, avoiding the entrenched competition in the existing market. The brothers’ venture was not initially successful and they did have some problems along the way, but by 2016, they had established an unrivalled chain known for its biryanis and other food items. What led to the brothers’ success? Could they continue to grow with this strategy? Were they established enough to consider international expansion?

In 1999, three brothers opened a small fast food outlet in a small city in Eastern India. The geodemographics of the city changed markedly over the next few years, providing the brothers with an opportunity to redefine their business and grow. By focusing on who their customers were and what they needed, the brothers created a new market in the city's fast food sector, avoiding the entrenched competition in the existing market. The brothers' venture was not initially successful and they did have some problems along the way, but by 2016, they had established an unrivalled chain known for its biryanis and other food items. What led to the brothers' success? Could they continue to grow with this strategy? Were they established enough to consider international expansion?

The head of marketing and sales at National Dairy, a quasi-government co-operative enterprise in the Indian state of Odisha, is hounded by the threat from private milk marketing firms that are attempting to overtake the monopoly position enjoyed by National Dairy for close to three decades. The title company’s field salesforce provides intelligence reports from the market, indicating that National Dairy’s authorized retailers and bulk customers (e.g., tea stall owners and restaurants) were slowly switching to competing brands, lured by attractive schemes and better earnings. National Dairy faced the dilemma of wanting to defend its leadership position and build a sustainable competitive advantage while at the same time continuing to uphold its social obligations towards the farming community in Odisha.

The head of marketing and sales at National Dairy, a quasi-government co-operative enterprise in the Indian state of Odisha, is hounded by the threat from private milk marketing firms that are attempting to overtake the monopoly position enjoyed by National Dairy for close to three decades. The title company's field salesforce provides intelligence reports from the market, indicating that National Dairy's authorized retailers and bulk customers (e.g., tea stall owners and restaurants) were slowly switching to competing brands, lured by attractive schemes and better earnings. National Dairy faced the dilemma of wanting to defend its leadership position and build a sustainable competitive advantage while at the same time continuing to uphold its social obligations towards the farming community in Odisha.