Perspectiva-VOL VIII(2022)
Authors
Dr. Mohan Gopinath and Suprabha Bakshi.
The case deals with the changes made by a new CEO who had recently taken up the job in
India in an international bank. The changes he made were in his own office but affected the
four Regional Managers who reported to him. A short mention is made of the changes in the
Indian banking scene at the beginning of the case and how these affected the Indian and
international banks; the case describes events which happened in the early 1990s. The
discussion point of the case is the management of change and how changes can lead to
unforeseen consequences if the process of change is not thought through thoroughly and
changes are made in a hurry. The importance of cross cultural sensitivity in terms of being
courteous to people also comes out in the case as the CEO who was British had to tackle
Indian managers which he did with great unpleasantness, along with the necessity of
imparting this sensitivity to incoming international managers. (item 2 of the Excel sheet).
But the significance of change management is the fulcrum on which the case rests.
Authors
Dr. Mohan Gopinath
Abstract
order to obtain a high ranking in terms of the ranking of academic institutions for the
university he headed. The Dean of the Business School, a constituent college of the
university and a capable person, also became a part of the events and added her inputs to the
events described in this case. The importance of culture, and how much this is critical in
terms of an institution reaching and perhaps surpassing its strategic goals, are also
highlighted. The discussion points of the case and the one around which it revolves are the
importance of maintaining ethical standards in an academic institute and in running such an
institute. This will of course apply equally to organizations in the corporate sector and so this
case has wider ramifications in terms of its reach to students and academics and people from
the corporates. Its value from the learning perspective will be of particular benefit to students
who are on the verge of starting their careers as they will be given inputs into real life
workings of an institute.
Authors
Dr. Srividhya Raju Sridharan and Dr. Sudarsan. J.S
Abstract
was hanging out loose from a dripping faucet near the society club house of Roseland
Residency, a cooperative housing society in India’s IT hub, Pune. Mr. Raju Kulkarni has just
taken over as society treasurer and one of the first bills to come up for sign off was the water
tanker invoice. Being an environmental engineer by profession, the quantum of bill comes as
a shock to Mr. Kulkarni. The society was compliant with the requirements for rain water
harvesting and the city experienced normal rainfall in the year. Yet water was being purchased
in huge quantities even in rainy season through tankers. Mr. Kulkarni knows that the solution
to this conundrum lies in the understanding of water footprint and effective recycling. He needs
to set about gathering data and presenting an effective solution to the society’s management
committee.
Authors
Dr. Garima Ratna
Abstract
Marc Randolph in 1997, was a global provider of online streaming content and video rentals.
The company began operating as a ‘rent-by-mail DVD service’ with a ‘pay-per-rental’ model.
In 1999, the company began operating as an online entity and switched to subscriber-based
model. As years progressed and internet services grew better in speed and penetration, Netflix
began offering direct streaming services of select titles to its subscribers. In 2010, a major shift
happened in the company’s positioning and Netflix became a streaming only entity. Right
positioning, customer centric subscription packages, strategic deals and developing original
content catapulted the company’s status in online streaming space. But slowing growth in US
market prompted the company to seek lucrative pastures overseas. India with its vast
population and impressive internet penetration beckoned Netflix. So, in 2016, Netflix forayed
into India with subscription plans starting from $7.50 per month. In 2021, the company aspired
to fetch ‘next 100 million subscribers’ from India. India did prove to be a lucrative market but
a difficult one. There were challenges galore; stiff competition from local low-cost players
being the most formidable. Moreover, global players like Amazon, with its better value and
low-cost proposition seemed to undermine Netflix’s India ambitions. How should Netflix
tackle them?
