V-shesh Learning Services Private Limited (v-shesh), an enterprise recognized for its social impact, had been dedicated to promoting disability inclusion since its founding in 2009. Established by two college friends, v-shesh aimed to bridge the gap between persons with disabilities (PWD)/disadvantaged youth and organizations that viewed inclusion as an opportunity. The company’s very dynamic staff and robust processes and activities were dedicated to achieving its goals concerning the employment of PWD. Some of the challenges PWD faced included limited access to assistive technology, a lack of clarity regarding the specific interview processes employers had adopted for PWD, and negative attitudes and biases held by nondisabled individuals.

This case introduces Indian-born Devita Saraf, the founder and CEO of the consumer durables company, Vu Technologies, as she embarks on her entrepreneurial journey to create and scale her venture. Devita started her career as a tech entrepreneur in India in the mid-2000s when there were very few women entrepreneurs in the tech industry. The case provides an interesting avenue for a discussion on the role of gender in starting and scaling entrepreneurial ventures and the challenges that a young startup faced. The case recounts how she develops competencies and her personal brand to scale the cutting-edge luxury TV. With technologies continuing to evolve and the traditional methods of content consumption becoming increasingly obsolete, Devita ponders over the next steps in Vu's evolution to remain relevant to the new generation of television users in India and abroad. The case touches upon how as a woman entrepreneur she builds a successful tech business.

This case focuses on the challenges faced by the Shri Ram Janma Bhoomi Teerth Kshetra (SRJBTK) in managing the fund collection drive project for the construction of the Shri Ram Janma Bhoomi Temple in Ayodhya, Uttar Pradesh, India. The campaign was designed to raise awareness of the temple's construction, enlist public support, generate a large base of contributors, and accept contributions, regardless of size. While raising funds was part of the campaign, the focus remained on the masses' emotional and social support. The targets were defined based on the number of connections established and the number of people reached out to, rather than on the collected funds, the COVID 19 pandemic notwithstanding. The campaign wanted to reach out to as many people's hearts and not just their wallets. Various strategic dilemmas needed to be resolved. Accountability, integrity, and trust are the key focus areas of this campaign since misuse of funds can create a huge trust gap between the people and the campaign management team of SRJBTK. What role does communication play in building and sustaining trust? Could a loosely defined network of organizations run an extensive campaign with no formal organizational structures in place?

The national head of sales for consumer business for one of India’s largest paint companies was anxious and concerned about the plummeting levels of employee engagement at his company. He was also aware of an increasing number of complaints about employee’s attitudes and their approach towards both work and the organization from people in senior management. As a seasoned business manager, he knew that he needed to understand and address the gaps between the employee’s expectations and the needs of the organization.

The national head of sales for consumer business for one of India's largest paint companies was anxious and concerned about the plummeting levels of employee engagement at his company. He was also aware of an increasing number of complaints about employee's attitudes and their approach towards both work and the organization from people in senior management. As a seasoned business manager, he knew that he needed to understand and address the gaps between the employee's expectations and the needs of the organization.