Search results for 'leadership cases'

Authors: Sharma, Sunil; Gupta, Parvinder;

Reference No: STR0493 Pages: 11 Published on: 2, December, 2025

Abstract: Dhruva Advisors, a tax and regulatory firm, was founded in 2014 by Dinesh Kanabar and four partners. From its inception, the firm focused on high-end client work supported by a strong internal culture. Practices such as refraining from active client solicitation, maintaining a non-hierarchical setup, ensuring transparency and empowering associates helped ... More

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Authors: Bhatnagar, S C;

Reference No: CISG0015 Pages: 21 Published on: 1, January, 1993

Abstract: The case traces the growth from inception of a software company over a period of one decade. It outlines the company's strategy in developing an export market and provides some insight into the types of software development projects undertaken by the company. Some of the current management practices of the ... More

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Authors: Aggarwal, Shilpee; Gupta Vishal;

Reference No: OB0230 Pages: 9 Published on: 31, July, 2018

Abstract: The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few days before she has to leave for her maternity break. In a small team, how does she deal with this unanticipated resignation? ... More

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Authors: Joseph, Jerome;

Reference No: P&IR0219 Pages: 6 Published on: 21, March, 2014

Abstract: The narrative of this case revolves around the theatre of the unexpected in which the player turned administrators holding key positions in sports body decline to seek a second term in office after three years at the helm of affairs in contrast to the general trend of holding on to ... More

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Authors: Balakrishnan, K;

Reference No: BP0098 Pages: 3 Published on: 1, January, 1975

Abstract: Describes: a) company history, b) its owner chairman and his style of management, and c) the opportunities and threats posed by a set of impending changes in leadership, appointment of a new deputy general manager, expansion, diversification, and professionalization. This case is a supplement to "Ajit Verma: The MBA' (F& ... More

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Authors: Singh, Kunwar Milind; Athaide, Gerard A; Jaiswal, Anand Kumar; Raj, S P;

Reference No: STR0496 Pages: 18 Published on: 31, December, 2025

Abstract: Arvind Limited, headquartered in Ahmedabad, Gujarat, India, was a leading textile conglomerate and ranked among the world's largest fabric manufacturers. It manufactured and supplied fabrics to global brands, including Calvin Klein, Gap Inc., Tommy Hilfiger, and the U.S. Polo Association. The sustainability-profitability dilemma was one of the key challenges ... More

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Authors: Kumar, Manoj;

Reference No: ADCLOD0002 Pages: 21 Published on: 7, November, 2022

Abstract: Mysore Saree Udyog is an iconic, family-run retail store in Bangalore for sarees, fabric and other Indian traditional wear. The success of the store rests on the family’s merchandising skills and the delivery of a personalised in-store experience, both of which are difficult to replicate. The next generation of ... More

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Authors: Maheshwari, Sunil Kumar;

Reference No: BP0296 Pages: 17 Published on: 5, May, 2004

Abstract: The case discusses the turnaround of the organization. The leadership, strategy and operational issues of turnaround are discussed. It also shows the response of different stakeholders to organizational decline. ... More

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Authors: Premapuri, Priyanka; Gupta Vishal;

Reference No: OB0231 Pages: 12 Published on: 8, June, 2018

Abstract: The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies ... More

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Authors: Mathur, Ajeet;

Reference No: BP0445 Pages: 13 Published on: 23, June, 2020

Abstract: The case describes the predicament of the CEO of a born-global Indian enterprise in R&D over simultaneously balancing a trine of objectives: maximisation of shareholder value, maintaining a talent-led, process-driven ecosystem for team performance, and customer acquisition and customer satisfaction in contracted research and custom synthesis through knowledge-intensive business ... More

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Authors: Maheshwari, Sunil K; Tripathi, Gireesh;

Reference No: HRM0248(A) Pages: 17 Published on: 10, February, 2022

Abstract: In the year 2013, Dr. Nalin Shinghal was selected for the post of Chairman and Managing Director (CMD) of Central Electronics Limited (CEL). Before accepting the offer he felt the need for detailed discussion and understanding with his family before accepting the offer. CEL was a loss-making Public Sector Undertaking (PSU) ... More

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Authors: Maheshwari, Sunil K; Tripathi, Gireesh;

Reference No: HRM0248(B) Pages: 27 Published on: 10, February, 2022

Abstract: Dr. Nalin Shinghal was selected for the post of Chairman and Managing Director (CMD) of Central Electronics Limited (CEL) in the year 2013. He was contended of having led the turnaround of CEL. CEL was a loss-making Public Sector Undertaking (PSU) with many problems of discipline, operational inefficiencies, aggressive unions, skill ... More

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Authors: Ghura, Amarpreet Singh; Abhishek;

Reference No: BP0398 Pages: 8 Published on: 10, August, 2016

Abstract: In June 2013 the bus ticketing website redbus.in was acquired by the Ibibo Group, a subsidiary of South Africa based internet and media firm Naspers Ltd, for USD 135 million. Soon after signing the deal, Phanindra Sama - CEO and co-founder of redBus, went for a holiday to London along with ... More

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Authors: Dixit, M R; Jain, Abhinandan K; Bhat, Ramesh; Maheshwari, Sunil Kumar;

Reference No: BP0317 Pages: 7 Published on: 14, July, 2006

Abstract: The case describes the situation faced by an Executive Sales Officer in justifying the investment in the dealership faced with low sales and mounting competition for improving the performance of the dealership. The case describes the infrastructure available at the outlet, the market in and around the dealership, competitor performance, ... More

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