Michael Fernandes at Nicholas Piramal

Anteby, Michel, and Nitin Nohria
October 2007

Michael Fernandes, the Director of Custom Manufacturing Operations at the pharmaceutical company Nicholas Piramal India Limited (NPIL), schedules a meeting with three of his reports, whose interpersonal conflicts with one another are causing his business development function to falter. He struggles to know how to handle these conflicts and bring the three into a productive working collaboration. Fernandes is in charge of incorporating NPIL's new acquisitions in Canada and the United Kingdom to market NPIL globally. His three direct reports are each involved in different aspects of NPIL-the Canadian operations, the British operations, and the global business development-and the case explores the team dynamics among them. Unless Fernandes can resolve the conflicts, the integration of the acquisitions is in jeopardy.

Biocon Limited

Krishna G. Palepu, and Anath Chepuri
September 2007

Biocon Limited was facing significant pricing pressure in their cash cow business, that primarily consisted of manufacturing Active Pharmaceutical Ingredients (APIs). To combat this commoditization, Biocon's leadership had chosen an innovation-led strategy. This new strategy consisted of licensing and developing proven molecules from strategic partners to leapfrog competition and create large molecule biologics in India. The company understood that its transition from an API to an innovation-led company focused on new biologics would require patience and a risk-taking mindset. Although there was some commonality in the bioprocessing aspects of both approaches, the regulatory approvals, product development paths, and market-access timelines were dramatically different--almost diametrically opposed. Analyzes Biocon's strategic decisions, as well as the risks and challenges associated with migrating from a manufacturing to an innovation-led enterprise. How would they balance short-term pragmatism versus long-term vision? Do they have the appropriate human resources to scale and innovate? Is their India-centric strategy appropriate, since 86% of their end-market demand is in the U.S., Europe, and Japan? Fortunately, early indications with their innovation-led strategy were showing positive signs and demonstrable results--such as their biogenetic insulin and monoclonal antibody launch in India. Their lead oral insulin project, with a planned $100 million budget, was meeting its milestones and deliverables. Many critical business challenges are detailed in this case. Nevertheless, given their fully integrated business model and significant manufacturing base, the odds are in Biocon's favor to overcome these challenges and lead India's biotechnology revolution.

Can Bollywood Go Global?

Jones, Geoffrey G., Surachita Mishra, and Alexis Lefort
July 2007

Considers the opportunities and challenges facing Indian film producers in accessing the global film market. Provides a historical context by describing the history of the cinema and the rise of Hollywood to global dominance by the 1920s. Although film industries continued elsewhere, including Great Britain and France, their products had limited international appeal. Discusses the rise of the Indian film industry and the industry structure. Bollywood films, produced in Mumbai (formerly Bombay), are the most well-known genre. They are typically long, melodramatic, and musical. There are also regional language films produced in Chennai, independent films, and "crossover" films, typically incorporating the experience of the Diaspora in Western countries. Bollywood films in particular have sold well in Southeast Asia and among the Indian Diaspora. Raises the issue whether Indian content films can compete with Hollywood in global markets and to what extent a change in content is necessary for this strategy to work.

HCL Technologies (A)

Hill, Linda A., Tarun Khanna, and Emily A. Stecker
June 2007

When Vineet Nayar became president of HCL Technologies, a global IT services business, in April 2005, he knew the company needed drastic change. Since its founding as a hardware company in the 1970s, HCL had grown into an enterprise with $3.7 billion in revenues and a market capitalization of $5.1 billion. The company had 41,000 employees in 11 countries, but it was ill-prepared for the increasingly competitive market. With the shift from hardware to software and services, HCL had slipped behind its Indian competitors and multinational companies. Details the first phase of the transformation Nayar led in hopes of rejuvenating the industry pioneer. The tagline for this phase was "Employee First, Customer Second." Can be used in strategy, change management and leadership courses.

Fabindia Overseas Pvt. Ltd.

Khaire, Mukti, and Prabakar PK Kothandaraman
April 2007

Fabindia is a for-profit Indian retail company with the stated mission of providing employment to weavers and traditional handicraft artisans in rural India. Established in 1960 as an exporter of home furnishings, Fabindia has grown as a consumer-facing retailer of apparel, home furnishings, organic food, and body care products, and has plans to expand further. Given their mission, their supply chain is fragmented, geographically scattered, and unpredictable. Can they overcome these challenges and still grow profitably while staying committed to their mission?

Punjab and Kerala: Regional Development in India

Iyer, Lakshmi
March 2007

Between 2000 and 2004, India's economy grew by 6.35%. Focuses on the states of Punjab and Kerala, which emphasized sharply different development strategies. The states had to decide whether to focus their investment efforts on physical capital or improving social indicators. Both states faced constraints in the form of budget deficits, competition from other states, and coordination with central government policies.

Infosys in India: Building a Software Giant in a Corrupt Environment

Abdelal, Rawi, Rafael Di Tella, and Prabakar PK Kothandaraman
January 2007

Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the next 25 years, Infosys managers went to extraordinary lengths to avoid even the most modest of practices that they considered inappropriate. Explores the practices and methods that Infosys adopted instead, considers their costs, benefits, and generalizability, and contextualizes the problem within Indian political and economic institutions that continue to evolve.