This case aims to give participants an understanding of how Sterlite Power (Sterlite) successfully differentiated itself using technology in an otherwise traditional sector in an emerging economy. Sterlite deployed technological innovations to reduce inefficiencies in power transmission projects. The major challenges for the Indian power sector are the use of obsolete technology and high cost coupled with a low profit margin model. These make power evacuation difficult and inefficient, resulting in frequent power shortages in a country that actually generates surplus power. Although many private players had entered the power sector, there were no significant changes in the way projects were carried out. Realizing that products alone wouldn't improve its business prospects, Sterlite used technology as a disrupter and a differentiator to provide solutions in the power sector. The case shows how an Indian firm revolutionized project execution to get an edge in the Indian market. Having succeeded in India, the company turned its sights on the Brazilian market. The case invites participants to explore the following questions: What could be the possible challenges that lay ahead for Sterlite and how could it leverage its learning from India in Brazil? How challenging is it for companies to use technology as a point of differentiation and to monetize it in the long run, and in different markets?

The case centers around LogiNext, a logistics technology company that provided organized logistics and field service management in real time to increase the operational efficiency of its clients. Founded in 2014 by Dhruvil Sanghvi and Manisha Raisinghani, the company had operations in India, the United States and Southeast Asia. In 2018, when the events of the case are set, its founders were planning to expand its reach within the Gulf Cooperation Council (GCC) countries. As a part of its scaling up activities, LogiNext wanted to make Agility, one of the largest logistics companies in the Middle East, its logistics software partner in the region. Sanghvi and Raisinghani were faced with a number of questions: What should be the way forward for the firm? How could LogiNext cater to the GCC region's logistics challenges and understand the changes required to improve product fitment in the new market? What change management strategy should LogiNext apply in the region so that new markets or targeted companies adopt the new technology?