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Apollo Gleneagles Hospitals: The Next Steps for Growth
Sandeep Goyal; Amit KapoorCase IVEY-9B16M197-EEntrepreneurship, StrategyIn January 2016, the chief executive officer of Apollo Gleneagles Hospitals (AGH) was reflecting on the 12-year journey that had led to the establishment of AGH as the strongest pillar of holistic healthcare in Eastern India. AGH brought together the best infrastructure, equipment, people, and systems to serve the people of Eastern India with end-to-end tertiary healthcare. The institution grew with a continuous drive for expanding knowledge, int...Starting at €8.20
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Diversey in India: The Growth Challenges and Options
Sandeep Goyal; Amit KapoorCase IVEY-9B13M115-EEntrepreneurship, StrategyDiversey, a leading global brand in the business-to-business cleaning industry, had entered the Indian market positioned as a total cleaning solution provider to institutional customers. It differentiated itself from the competition with its end-to-end solutions, superior products and service levels, research and development capabilities and value-based pricing. While it had some success in India, it felt that there was a huge untapped opportunit...Starting at €8.20
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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Article HBS-R0912MStrategyA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Starting at €8.20
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Learning from the India Way: Redefining Business Leadership
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelBook Chapter HBS-5822BC-EThe roaring success of Indian business in the last two decades points the world toward a different enterprise model than the one widely practiced in the U.S., with its emphasis on financial goals and shareholder value. Indeed, the global economic crisis of 2008-2009-widely viewed as being triggered by American excesses-has rekindled the debate about the proper role of personal gain and shareholder value in business affairs. In this chapter, autho...Starting at €8.20
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Leadership Lessons from India
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003G-ELeadership and People ManagementUntil recently India was seen by Western businesses primarily as a source of cheap, low-skill labor. But over the past decade the country has attracted a flood of high-skill jobs from the West. Meanwhile, India's economy has grown at roughly 9% a year, and some of its largest companies have grown at twice that rate. What accounts for this? A host of economic, policy, and other environmental factors have played important roles, but the authors asc...Starting at €8.20
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VisionSpring in India: Enabling Affordable Eyeglasses for the Poor
Sandeep Goyal; Amit KapoorCase IVEY-9B14M144-EEntrepreneurship, StrategyVisionSpring enabled access to affordable eye care for low-income individuals suffering from vision impairment in developing economies. Established in the United States as a not-for-profit social enterprise, it sold more than two million pairs of eyeglasses globally, which included over one million pairs of eyeglasses sold in India. Despite achieving this scale, VisionSpring believed there was a long way to go considering the estimated 300 millio...Starting at €8.20
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Boond: Enabling Access to Energy Solutions for Rural India
Sandeep Goyal; Amit Kapoor; Rajen GuptaCase IVEY-9B14M048-EEntrepreneurship, StrategyMore than one-third of India remained without electricity or received less than eight hours of electricity per day. To fight energy poverty, Boond was in the business of providing lighting solutions to the low-income population in rural India. By 2013, it had created a network of four hubs (energy centres) and impacted the lives of more than 50,000 people across two states in India through its solar energy systems. It had forged non-traditional p...Starting at €8.20
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Leadership Lessons from India (Spanish version)
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelArticle HBS-R1003GLeadership and People ManagementFar more than their Western counterparts, they create a sense of social mission, engage employees in give-and-take, empower them to find solutions, and invest in their training and development. Western leaders should understand the managerial approaches that have fueled the rise of India's largest companies, and mindfully adapt them.Starting at €8.20
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Indian Business Rising: The Contemporary Indian Way of Conducting Business-And How It Can Help You Improve Your Business
Cappelli, Peter; Singh, Harbir; Singh, Jitendra V.; Useem, MichaelBook Chapter HBS-5813BC-EIn America, the financial crisis of 2008-2009 shattered public confidence in corporate leaders-a confidence already weakened by huge bonuses, company jets, and golden parachutes. In contrast, Indian business leaders have achieved rock-star status, even as they deliver growth rates that would be the envy of any Western executive. In this chapter, authors Peter Cappelli, Harbir Singh, Jitendra Singh, and Michael Useem introduce "the India Way" of c...Starting at €8.20
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JSW Steel: Shared Value at Vijayanagar Steel Plant
Sandeep Goyal; Amit Kapoor; Wilfried AulburCase IVEY-9B17M065-EEntrepreneurship, StrategyBy 2015, JSW Steel Limited had established itself as one of India’s leading steel producers. Since 2002, it had increased its capacity from 1.6 million tons per annum (MTPA) to 18.0 MTPA at a compound annual growth rate (CAGR) of 18 per cent; increased production from 1.30 MTPA to 12.36 MTPA at a CAGR of 19 per cent; and increased market capitalization by 59 times, from US$79.26 million to US$4.676 billion. The company’s innovative shared-value a...Starting at €8.20