Ninety percent of the businesses in India are family owned. About 30% of the family businesses listed on the Indian bourses got listed post liberalization in 1991. The first generation founder would still be actively involved in most of these companies considering the average age at which entrepreneurs start a firm to be 40 and the average retirement age for …
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The notion is simple: an entrepreneur’s primary focus should be solving customer problems, rather than making products. The product is simply a means to an end. Products will come and go, but customer needs will persist, and the benefits sought by customers will expand and grow.
As such, making new and improved versions of the existing product is not what matters, but …
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Based on the case study by Dr. Naga Lakshmi Damaraju, Prafulla Rawal, Bavneet Singh, Himanshu Jain and Magesh Karthik
Kamla Nehru Memorial Hospital (KNMH) is a non-profit, non-government trust organization that is managed by the Gandhi-Nehru family, the premier political family which provided three prime ministers across generations in India. The family members continue to be at the helm of the …
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Based on the case study by Rishtee Batra and Piyush Kumar
State Bank of India: SMS Unhappy, is a deceptively simple, but comprehensive case of a public sector company using a customer complaint management tool as a catalyst to improve overall service performance and overtaking even its private sector competitors in terms of both customer satisfaction and organizational performance. The case …
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Debates in the aftermath of the government’s decision to withdraw high-value banknotes have reached fever pitch. In the public discourse on Facebook and Twitter, arguments have usually taken colour from the political affiliation of the commenter; in more hallowed debates among policy wonks and economists, the views appear to be sharply divided on whether the withdrawal will bring net benefits …
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As Budget Day draws near, economic policy makers in the country are likely to shift their attention to the allocation of funds to various programmes planned for the upcoming year. MGNREGA is one such programme. The Mahatma Gandhi National Rural Employment Guarantee Act, which aims to provide at least 100 days employment to the rural unemployed and underemployed by engaging …
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Recent developments on the Vijay Mallya saga have left more questions than answers on the extent of transparency that our corporates preach and claim to practice. Discussion on the need for transparency and governance in family businesses is nothing new. Conventionally, concerns of minority shareholders, systemic fragility and the cascading impact on the economy that opacity of firms create make …
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The best of strategies are unlikely to succeed without the support of an appropriate organizational culture. As Peter Drucker said, culture eats strategy for breakfast.
Entrepreneurs who find initial success in the marketplace often emphasize that innovation is a priority for their fledgling company, and even point to specific strategies to ensure continuous innovation, to help prevent copycats and “second-but-better” products entering …
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Based on the research of Sarang Deo, Seyed Iravani, Tingting Jiang, Karen Smilowitz and Stephen Samuelson
Sarang Deo, Associate Professor of Operations Management at ISB,and colleagues design a ‘mobile care delivery model’ that enables chronic care mobile clinics to determine optimum capacity allocation, and provision of optimal health services to patients, based on their medical condition. The model allows the quantification …
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When will unpredictability in innovation pacing lead to competitive advantage? Drawing from his research, Professor Anindya Ghosh explains that unpredictability helps firms in crowded competitive landscapes. Specifically, unpredictability and fast pacing confer competitive advantage by impeding imitation.
Professor Anindya Ghosh is Assistant Professor of Strategy at the Indian School of Business.
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