Ivey Business School (Canada)
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Eyes of Janus: Evaluating Learning and Development at Tata Motors
Debolina Dutta; Matthew J. ManimalaCase IVEY-9B14C034-ELeadership and People Management, StrategyTata Motors, a leading automobile manufacturer in India, pro-actively responded to the changing competitive environment and redesigned its human capital strategy. As part of the new strategy, huge investments were made in revamping the learning and development function for Tata Motors employees. Multiple initiatives were launched to promote a learning culture, which also earned the company international recognition in the learning and development...Starting at €8.20
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Bonazzi Indo Joint Venture: Culture Clash or Pure Economics
Naresh Warrier; Gita BajajCase IVEY-9B13M105-EStrategyOwing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational rela...Starting at €8.20
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Airport Express Metro Line: Infrastructure Project Financing and Implementation Through Public Private Partnership
Hukam Singh Chaudhary; Sushil Kumar; Vijay Aggarwal; Gita BajajCase IVEY-9B11N015-EFinance, StrategyThis case describes the execution of an urban public transportation project through a public private partnership (PPP). Delhi Metro Rail Corporation (DMRC) was a corporate body created by the Indian government and the government of National Capital Territory of Delhi for implementing a mass rapid transit system (MRTS) in Delhi. DMRC successfully completed phase I of the MRTS in 2006 and the government mandated that DMRC implement phase II of the ...Starting at €8.20
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Ramadan Sharing Fridges: Keeping a Non-Profit Afloat
Gita Bajaj; Bernard BuissonCase IVEY-9B18M106-EEntrepreneurship, StrategyIn June 2016, Sumayyah Sayed, a resident of Dubai, United Arab Emirates, decided to donate food to those who needed it through a sharing fridge for the full month of Ramadan. When she noted the extent of the need for more help, she turned to social media. What followed demonstrated the power of social media campaigns and the collective management of supply chains and perhaps initiated a new entrepreneurial venture. Within one month, the Facebook ...Starting at €8.20
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Taxshe Cab Services: Coping with COVID-19 - Teaching Note
Kishinchand Poornima Wasdani; Abhishek Vijaygopal; Matthew J. ManimalaTeaching Note IVEY-W26336-EEntrepreneurship, StrategyTeaching note for product W26335.Starting at €0.00
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Bengaluru Airport: Crisis Leadership through a Pandemic - Teaching Note
Somnath Baishya; Gita BajajTeaching Note IVEY-W25430-ELeadership and People ManagementTeaching note for product W25429.Starting at €0.00
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Wild-cat Strike: A Negotiation Role-Play Simulation
Anishya Obhrai Madan; Gita BajajCase IVEY-9B15C014-ELeadership and People Management, StrategyWith over one million employees, Mega Railway Network is one of the largest recruiters in the world. As the result of criminal activity in one of its largest rail yards, a worker lost his life in the line of duty. The circumstances of the incident have led to a high-stakes strike action by workers at one of its busiest rail depots. As the divisional operations manager, chief transportation manager or the head of locomotive engineers (drivers), yo...Starting at €8.20
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Ramadan Sharing Fridges: Keeping a Non-Profit Afloat - Teaching Note
Gita Bajaj; Bernard BuissonTeaching Note IVEY-8B18M106-EEntrepreneurship, StrategyTeaching note for product 9B18M106.Starting at €0.00
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Distributed Leadership at Google: Lessons From the Billion-Dollar Brand (Spanish version)
Matthew J. Manimala; Kishinchand Poornima WasdaniArticle IVEY-9B13TCS03Leadership and People ManagementGoogle has been ranked as the best place to work in the United States. It practices a time allocation method of 70-20-10, with 70 per cent of employees’ time devoted to Google’s core business of search and advertising, 20 per cent to off-budget products, and 10 per cent to ideas based on personal interests and competencies. Luxury perks and generous rewards for employee innovations improve the likelihood that employees stay at Google instead of f...Starting at €8.20
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Taxshe Cab Services: Coping with COVID-19
Kishinchand Poornima Wasdani; Abhishek Vijaygopal; Matthew J. ManimalaCase IVEY-W26335-EEntrepreneurship, StrategyA former investment banking professional had her eureka moment when she noticed instances of assaults on single women travelling alone in taxi cabs at odd times of the day. The prevalence of these instances led her to begin a safe cab service run by women for women—Taxshe Services Pvt. Ltd. (Taxshe), located in Bengaluru, India. In March 2020, the initial wave of the COVID-19 pandemic began in India, and a lockdown was announced as a preventive m...Starting at €8.20