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• Teaching Note | HBS Case Collection | 2013

  Automating the Paris Subway (TN) (A) & (B)

  Michel Anteby and Ayn Cavicchi

  In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Régie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?

  Keywords: Labor relations; Unions; organizational behavior; Change; Transportation Industry; France;

  Citation:

  Anteby, Michel, and Ayn Cavicchi. "Automating the Paris Subway (TN) (A) & (B)." Harvard Business School Teaching Note 413-093, March 2013.

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• Module Note | 2013

  Leading by Leveraging Workers' Occupational Identities

  Michel Anteby

  This note helps instructors teach about the role of occupational identities in driving efforts and action. It ties together several cases and an exercise that can be taught in leadership/organizational behavior/human resources classes.

  Keywords: leadership; organizational behavior; identity; work; occupations;

  Citation:

  Anteby, Michel. "Leading by Leveraging Workers' Occupational Identities." Harvard Business School Module Note 413-098, March 2013.

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• Course Overview Note | 2013 (Revised from original 2013 version)

  'Made in India': Human Capital at the Base of the Pyramid (TN)

  Michel Anteby, Felicia Khan and John Ng

  This teaching note, used in conjunction with excerpts from the 2010 documentary film "Made in India" (directed and produced by Rebecca Haimowitz and Vaishali Sinha) provides students with an opportunity to explore what constitutes human capital and the moral issues involved with managing human capital at the base of the pyramid. By the 'base of the pyramid' we are primarily referring to the poorest 4 billion people on earth as compared to the 'top of the pyramid,' which refers to the top 2.5 billion consumers in developed economies. Our definition also includes, however, poor individuals in developed economies. While many human capital discussions in business school settings deal with higher echelons of the labor market, this case introduces a "view from below" or what human capital might look like at the base of the pyramid. The film focuses on a contract surrogacy case. In the process of viewing the film, students can examine the moral dilemmas faced by participants in the surrogacy contract and gain insight into managing human capital in a global economy, but also in their own settings. To preview this product, please log in as an educator at http://hbsp.harvard.edu/

  Keywords: Human Capital; India; United States;

  Citation:

  Anteby, Michel, Felicia Khan, and John Ng. "'Made in India': Human Capital at the Base of the Pyramid (TN)." Harvard Business School Course Overview Note 413-092, March 2013. (Revised from original January 2013 version.)

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