Online Tutorial On Writing Publishable Cases:
Recorded at a workshop for faculty at the All India Institute of Management, Delhi.
http://www.emeraldinsight.com/multimedia/cases.htm
Angadias: The Indian Backbone of Global Diamond-Business. The ancient system of angadias in the informal sector serves the global diamond industry by providing services that include transporting uncut raw diamonds from Mumbai to the major diamond cutting centers in Gujarat, several hours away, and transporting cut and polished diamonds back from Gujarat to Mumbai for re-export to the global trading centers. Angadias provide cost effective and highly reliable courier service, along with informal banking and insurance services for the high value merchandise. The case showcases the paradox that India’s global dominance in the diamond industry relies on the unorganized sector with plentiful cheap but highly skilled labor, along with extra-legal services of angadias, who are courier-banking-insurance providers without contracts – simply based on trust and coded symbolic methods known only to the insiders in the trade.
AirWorks: Indian Aviation Services Take Off (presented at NACRA 2012)
AirWorks is the largest privately owned aviation services company in India. It has been family owned by the Menon family since 1951, with a new professionally trained top management team brought in since 2010, led by Vivek N Gour. Under his leadership, it has embarked upon a rapid growth strategy, increasing its revenue several fold between 2010 and 2012. In 2010, AirWorks acquired a majority share in Air Livery, an aircraft painting and maintenance company based out of UK. It also set up joint ventures and partnerships with some other players in the aviation sector, including Scandinavian Avionics, for avionic maintenance, DC Design for customized interiors, and SpanAir for additional hanger space in Delhi. In 2012, it acquired Empire Aviation of UAE and built a new hanger at Hosur near Bangaluru. Vivek led led the company to get world class certifications from global aviation industry regulators with aspirations to be a global leader as India's aviation market grows and opens up. The case describes their growth strategy, based on executing for short term run rate as well as long term growth and profitability.
To Die With Dignity: Hospice Care in India, co-authored with S. Kamath, based on research done by TGEMBA participants, published in the Emerald Emerging Markets Case Collection, Vol 2. Dec 2012.
Hospice care in developed part of the world is well established but in most developing countries, there are no organized hospice care facilities. This case is about a charitable organization, Brthya – Add Value to Life (Brthya – AVTL), that established and operated a hospice care in Chennai, India. The Indian context for hospice care, and the ecosystem needed to sustain ongoing operations are described, along with a summary of four different models of hospice care used in other parts of the world. The case focuses on how Brthya – AVTL might sustain and grow its hospice operations in an under-developed country like India, or similar countries elsewhere. The case is useful for an overview of hospice and palliative care in the developed and developing world contexts, and class room discussion of external environment of organizations.
Sarthak: Enabling the Disabled in India (published in April 2014 at ojica.fiu.edu) coauthored with N Bhullar and A Kapoor of Management Development Institute, India.
A case study about a nonprofit organization that provides job training and placement assistance to disabled people in India using an innovative approaches of working cooperatively with large employers to select and train the people, based on job and skills mapping. The organization is founded and led by a trained dentist, Dr. Jiterndra Agarwal, who in his thirties lost his eye-sight to macular degeneration and found himself unemployable despite being retrained to be competent at medical transcription. Re-habitation as a disabled person requires more than retraining and Sarthak, which means enabler in Hindi, takes advocacy and education as part of it’s mission to change the culture and create opportunities for the disabled within the growing economic workplace of large corporate houses.
Communication of Measurement: Jugaad to Systematic Innovation - co-authored with Preeta Banerjee, Fulbright scholar from Brandeis University. published in Innovations in People Management: Cases in Organizational Behavior, HR and Communication, edited by Jyotsna Bhatnagar, Gita Baja and Somnath Ghosh, Management Development Institute, published by Macmillan Publishers India 2013. This case-study describes the transition of one of the largest cluster of leather workers in Kolkatta (formerly Calcutta) from traditional practices of informal community based processes to the modern technology driven processes and practices, mostly from Italian leather companies, that rely more on formal measurement and tracking than the older craftsmanship culture.
Recorded at a workshop for faculty at the All India Institute of Management, Delhi.
http://www.emeraldinsight.com/multimedia/cases.htm
Angadias: The Indian Backbone of Global Diamond-Business. The ancient system of angadias in the informal sector serves the global diamond industry by providing services that include transporting uncut raw diamonds from Mumbai to the major diamond cutting centers in Gujarat, several hours away, and transporting cut and polished diamonds back from Gujarat to Mumbai for re-export to the global trading centers. Angadias provide cost effective and highly reliable courier service, along with informal banking and insurance services for the high value merchandise. The case showcases the paradox that India’s global dominance in the diamond industry relies on the unorganized sector with plentiful cheap but highly skilled labor, along with extra-legal services of angadias, who are courier-banking-insurance providers without contracts – simply based on trust and coded symbolic methods known only to the insiders in the trade.
AirWorks: Indian Aviation Services Take Off (presented at NACRA 2012)
AirWorks is the largest privately owned aviation services company in India. It has been family owned by the Menon family since 1951, with a new professionally trained top management team brought in since 2010, led by Vivek N Gour. Under his leadership, it has embarked upon a rapid growth strategy, increasing its revenue several fold between 2010 and 2012. In 2010, AirWorks acquired a majority share in Air Livery, an aircraft painting and maintenance company based out of UK. It also set up joint ventures and partnerships with some other players in the aviation sector, including Scandinavian Avionics, for avionic maintenance, DC Design for customized interiors, and SpanAir for additional hanger space in Delhi. In 2012, it acquired Empire Aviation of UAE and built a new hanger at Hosur near Bangaluru. Vivek led led the company to get world class certifications from global aviation industry regulators with aspirations to be a global leader as India's aviation market grows and opens up. The case describes their growth strategy, based on executing for short term run rate as well as long term growth and profitability.
To Die With Dignity: Hospice Care in India, co-authored with S. Kamath, based on research done by TGEMBA participants, published in the Emerald Emerging Markets Case Collection, Vol 2. Dec 2012.
Hospice care in developed part of the world is well established but in most developing countries, there are no organized hospice care facilities. This case is about a charitable organization, Brthya – Add Value to Life (Brthya – AVTL), that established and operated a hospice care in Chennai, India. The Indian context for hospice care, and the ecosystem needed to sustain ongoing operations are described, along with a summary of four different models of hospice care used in other parts of the world. The case focuses on how Brthya – AVTL might sustain and grow its hospice operations in an under-developed country like India, or similar countries elsewhere. The case is useful for an overview of hospice and palliative care in the developed and developing world contexts, and class room discussion of external environment of organizations.
Sarthak: Enabling the Disabled in India (published in April 2014 at ojica.fiu.edu) coauthored with N Bhullar and A Kapoor of Management Development Institute, India.
A case study about a nonprofit organization that provides job training and placement assistance to disabled people in India using an innovative approaches of working cooperatively with large employers to select and train the people, based on job and skills mapping. The organization is founded and led by a trained dentist, Dr. Jiterndra Agarwal, who in his thirties lost his eye-sight to macular degeneration and found himself unemployable despite being retrained to be competent at medical transcription. Re-habitation as a disabled person requires more than retraining and Sarthak, which means enabler in Hindi, takes advocacy and education as part of it’s mission to change the culture and create opportunities for the disabled within the growing economic workplace of large corporate houses.
Communication of Measurement: Jugaad to Systematic Innovation - co-authored with Preeta Banerjee, Fulbright scholar from Brandeis University. published in Innovations in People Management: Cases in Organizational Behavior, HR and Communication, edited by Jyotsna Bhatnagar, Gita Baja and Somnath Ghosh, Management Development Institute, published by Macmillan Publishers India 2013. This case-study describes the transition of one of the largest cluster of leather workers in Kolkatta (formerly Calcutta) from traditional practices of informal community based processes to the modern technology driven processes and practices, mostly from Italian leather companies, that rely more on formal measurement and tracking than the older craftsmanship culture.