Is India's Manufacturing Sector Moving Away from Cities?

Ejaz  Ghani; Arti Grover Goswami; William R. Kerr

Working Paper | HBS Working Paper Series | 2012

Is India's Manufacturing Sector Moving Away from Cities?

by Ejaz Ghani, Arti Grover Goswami and William R. Kerr

Abstract

This paper investigates the urbanization of the Indian manufacturing sector by combining enterprise data from formal and informal sectors. We find that plants in the formal sector are moving away from urban and into rural locations, while the informal sector is moving from rural to urban locations. While the secular trend for India's manufacturing urbanization has slowed down, the localized importance of education and infrastructure have not. Our results suggest that districts with better education and infrastructure have experienced a faster pace of urbanization, although higher urban-rural cost ratios cause movement out of urban areas. This process is associated with improvements in the spatial allocation of plants across urban and rural locations. Spatial location of plants has implications for policy on investments in education, infrastructure, and the livability of cities. The high share of urbanization occurring in the informal sector suggests that urbanization policies that contain inclusionary approaches may be more successful in promoting local development and managing its strains than those focused only on the formal sector.

Keywords: Urban Development; Policy; Factories, Labs, and Plants; Geographic Location; Education; Infrastructure; Manufacturing Industry; India;

Language: English

Format: Print

42 pages

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Citation:

Ghani, Ejaz, Arti Grover Goswami, and William R. Kerr. "Is India's Manufacturing Sector Moving Away from Cities?" Harvard Business School Working Paper, No. 12-090, April 2012.

Case | HBS Case Collection | July 2019 (Revised May 2020)

AT&T, Retraining, and the Workforce of Tomorrow

William R. Kerr, Joseph B. Fuller and Carl Kreitzberg

By the late 2000s, rapid changes in the telecommunications industry forced AT&T’s management team to take on a task that CEO Randall Stephenson called the “biggest logistical challenge” they had ever seen: retraining 100,000 workers by 2020. In 2012, internal company analyses found that AT&T’s workforce would lack the skills it needed to fulfill emerging job requirements. AT&T responded by creating “Workforce 2020,” a company-wide initiative that sought to address potential skill shortfalls. The initiative aimed to transform AT&T’s workforce by implementing multiple changes, such as redesigning job roles, developing new educational curricula with Udacity, and incentivizing employees to retrain themselves for high-demand careers. Some gave high praise to the “Workforce 2020” model, going so far as to call it a new “social contract” between employers and employees. Others worried that the new program was systematically disadvantaging specific groups of workers. In 2018, AT&T rebranded Workforce 2020 to “Future Ready,” signaling the company’s commitment to retraining its workforce beyond 2020.

Keywords: AT＆T; workforce; skills; future of work; telecommunications; Unions; technological change; layoffs; MOOCS; Strategic Planning; Employees; Training; Competency and Skills; Labor; Learning; Labor Unions; Technology Adoption; Talent and Talent Management; Telecommunications Industry; Communications Industry; United States;

Citation:

Kerr, William R., Joseph B. Fuller, and Carl Kreitzberg. "AT&T, Retraining, and the Workforce of Tomorrow." Harvard Business School Case 820-017, July 2019. (Revised May 2020.) View Details

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Is India's Manufacturing Sector Moving Away from Cities?

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