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Case | HBS Case Collection | January 2014 (Revised May 2014)

Tech Mahindra and the Acquisition of Satyam Computers (A)

by Srikant M. Datar, Anjali Raina and Namrata Arora

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Abstract

Set in 2008, the case details Tech Mahindra, an information technology (IT) company within the Mahindra Group, an Indian multi-industry company with a diverse stable of businesses including automotives, farm equipment, and financial services, and its decision to acquire controlling stake in Satyam Computer Services Ltd. (Satyam), a troubled Indian IT company managed since January 2009 by a six-member government-appointed caretaker board. Anand Mahindra, Chairman and Managing Director of the Mahindra Group, saw the acquisition of Satyam as a strategic opportunity to move to the next level of growth. The acquisition would allow the Group to diversify across verticals, customers, and geographies, market a wide range of services to Satyam's strong customer base, and capitalize on common support systems in order to reduce operating costs and secure operational synergies. His brief to Vineet Nayyar—the vice chairman and managing director of Tech Mahindra and the vice chairman of Satyam—and C.P Gurnani—the CEO of Mahindra Satyam—was based on a set of clear principles: rectify the issues related to corporate governance; ensure an environment of trust where ethical conduct was valued; manage reputation risks by meeting customers and demonstrating the Mahindra Group's commitment; and restore faith within customers through newfound business models of delivery and engagements. As Nayyar reflected on Anand Mahindra's words, he wondered what series of business decisions he would have to make in order to retain the good elements, throw out the bad pieces, regain trust, and trigger change within the newly anointed Mahindra Satyam.

Keywords: Acquisition; Corporate Governance; Computer Industry; India;

Language: English Format: Print 18 pages EducatorsPurchase

Citation:

Datar, Srikant M., Anjali Raina, and Namrata Arora. "Tech Mahindra and the Acquisition of Satyam Computers (A)." Harvard Business School Case 114-049, January 2014. (Revised May 2014.)

Related Work

  1. Case | HBS Case Collection | January 2014 (Revised May 2014)

    Tech Mahindra and the Acquisition of Satyam Computers (A)

    Srikant M. Datar, Anjali Raina and Namrata Arora

    Set in 2008, the case details Tech Mahindra, an information technology (IT) company within the Mahindra Group, an Indian multi-industry company with a diverse stable of businesses including automotives, farm equipment, and financial services, and its decision to acquire controlling stake in Satyam Computer Services Ltd. (Satyam), a troubled Indian IT company managed since January 2009 by a six-member government-appointed caretaker board. Anand Mahindra, Chairman and Managing Director of the Mahindra Group, saw the acquisition of Satyam as a strategic opportunity to move to the next level of growth. The acquisition would allow the Group to diversify across verticals, customers, and geographies, market a wide range of services to Satyam's strong customer base, and capitalize on common support systems in order to reduce operating costs and secure operational synergies. His brief to Vineet Nayyar—the vice chairman and managing director of Tech Mahindra and the vice chairman of Satyam—and C.P Gurnani—the CEO of Mahindra Satyam—was based on a set of clear principles: rectify the issues related to corporate governance; ensure an environment of trust where ethical conduct was valued; manage reputation risks by meeting customers and demonstrating the Mahindra Group's commitment; and restore faith within customers through newfound business models of delivery and engagements. As Nayyar reflected on Anand Mahindra's words, he wondered what series of business decisions he would have to make in order to retain the good elements, throw out the bad pieces, regain trust, and trigger change within the newly anointed Mahindra Satyam.

    Keywords: Acquisition; Corporate Governance; Computer Industry; India;

    Citation:

    Datar, Srikant M., Anjali Raina, and Namrata Arora. "Tech Mahindra and the Acquisition of Satyam Computers (A)." Harvard Business School Case 114-049, January 2014. (Revised May 2014.)  View Details
    CiteView DetailsEducatorsPurchase Related

About the Author

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Srikant M. Datar
Arthur Lowes Dickinson Professor of Business Administration
Senior Associate Dean for University Affairs
Accounting and Management

View Profile »
View Publications »

 

More from the Author

  • Working Paper | HBS Working Paper Series | 2019

    Coronary Artery Bypass Grafting: Case Histories of Significant Medical Advances

    Amar Bhide, Srikant M. Datar and Fabio Villa

    We describe how Coronary Artery Bypass Grafting (CABG, or more popularly, “bypass”) operations revolutionized the treatment of coronary disease (that can produce fatal heart attacks and debilitating angina). Specifically we chronicle the 1) development of the foundational procedures and technologies that provided a base for CABG; 2) early CABG operations performed in the 1960s; 3) rapid—and controversial growth—that occurred in the U.S. in the 1970s and; 4) emergence and rapid diffusion of the less invasive angioplasty alternative that slowed the growth of CABG in the last two decades of the 20th century.

    Keywords: Health Care and Treatment; Technological Innovation; Innovation Strategy; Technology Adoption; Collaborative Innovation and Invention; Innovation and Invention; Governing Rules, Regulations, and Reforms;

    Citation:

    Bhide, Amar, Srikant M. Datar, and Fabio Villa. "Coronary Artery Bypass Grafting: Case Histories of Significant Medical Advances." Harvard Business School Working Paper, No. 20-010, July 2019.  View Details
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  • Working Paper | HBS Working Paper Series | 2019

    Computed Tomography: Case Histories of Significant Medical Advances

    Amar Bhidé, Srikant M. Datar and Katherine Stebbins

    We describe how Computed Tomography (CT) scanners—that combine x-rays and computers to image soft tissues of the brain and other organs—have become a widely used diagnostic tool. Specifically, we chronicle the following: 1) development of the first CT scanner (through the early 1970s); 2) rapid and enthusiastic adoption of CT scanning (until the late 1970s); 3) regulatory backlash against the perceived overuse of this expensive technology (in the 1980s); and 4) innovations that reignited growth (in the 1990s and 2000s).

    Keywords: Health Care and Treatment; Technological Innovation; Innovation Strategy; Technology Adoption; Collaborative Innovation and Invention; Innovation and Invention; Governing Rules, Regulations, and Reforms;

    Citation:

    Bhidé, Amar, Srikant M. Datar, and Katherine Stebbins. "Computed Tomography: Case Histories of Significant Medical Advances." Harvard Business School Working Paper, No. 20-004, July 2019.  View Details
    CiteView DetailsSSRN Read Now Related
  • Working Paper | HBS Working Paper Series | 2019

    Eradicating Helicobacter Pylori Infections to Treat Ulcers: Case Histories of Significant Medical Advances

    Amar Bhidé, Srikant M. Datar and Katherine Stebbins

    We describe how a chance discovery of bacteria that infects stomach linings completely changed how physicians treat ulcers. Specifically, we chronicle how 1) two Australian physicians brought the bacterial infection to the world’s attention and challenged the conventional view that stomach acidity caused ulcers; 2) a global community of researchers helped corroborate the Australians’ findings and developed convenient tests and effective treatments; and 3) these tests and treatments were gradually, but not immediately, adopted.

    Keywords: Health Care and Treatment; Technological Innovation; Innovation Strategy; Technology Adoption; Collaborative Innovation and Invention; Innovation and Invention; Governing Rules, Regulations, and Reforms;

    Citation:

    Bhidé, Amar, Srikant M. Datar, and Katherine Stebbins. "Eradicating Helicobacter Pylori Infections to Treat Ulcers: Case Histories of Significant Medical Advances." Harvard Business School Working Paper, No. 20-006, July 2019.  View Details
    CiteView DetailsSSRN Read Now Related
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