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• Case | HBS Case Collection | August 2006 (Revised October 2020)

  Jamnalal Bajaj, Mahatma Gandhi, and the Struggle for Indian Independence

  Geoffrey Jones, Prabakar 'PK' Kothandaraman and Kerry Herman

  Describes the role of a leading Indian business leader in the campaign for independence before 1947 and his close relationship with the legendary Mahatma Gandhi. Provides the opportunity to consider the impact of colonialism on shaping Indian entrepreneurship and the role of the small Marwari group, originally from the Marwar region of Rajasthan, in creating many of India's leading business houses, including the Bajaj. The Bajaj, like other Marwari, were traders who after World War I transitioned into manufacturing, including sugar manufacturing and steel rolling.

  Keywords: Entrepreneurship; Government and Politics; Business History; Leadership; Business and Government Relations; Power and Influence; India;

  Citation:

  Jones, Geoffrey, Prabakar 'PK' Kothandaraman, and Kerry Herman. "Jamnalal Bajaj, Mahatma Gandhi, and the Struggle for Indian Independence." Harvard Business School Case 807-028, August 2006. (Revised October 2020.)  View Details

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• Case | HBS Case Collection | September 2015 (Revised September 2020)

  Gap Inc.: Refashioning Performance Management

  Joshua Margolis, Paul McKinnon and Michael Norris

  In 2014, clothing retailer Gap Inc. rolled out a new performance management process for headquarters staff that did away with a traditional rating and ranking system. The new process involved informal monthly meetings between managers and their reports, and it more closely tied bonuses to business performance. Would it serve to motivate employees? Could its framework be used in Gap Inc.'s thousands of stores?

  Keywords: performance management; retail; HR; Motivation and Incentives; Performance Improvement; Human Resources; Performance Evaluation; Apparel and Accessories Industry; Retail Industry;

  Citation:

  Margolis, Joshua, Paul McKinnon, and Michael Norris. "Gap Inc.: Refashioning Performance Management." Harvard Business School Case 416-019, September 2015. (Revised September 2020.)  View Details

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• Case | HBS Case Collection | September 2020

  Lojas Americanas: Project DNA and the 'People Machine'

  Boris Groysberg, Eric Lin and Sarah L. Abbott

  Lojas Americanas (“Americanas”) was one of the largest retailers in Brazil. Via its stores, digital platform and Innovation Engine, the company served more than 38 million people. In recent years Americanas had enjoyed rapid growth; growing from 98 stores in 2001 to 1,700 stores in 2019. As each store had its own manager, and there was a growing need for district and regional managers, meeting these human resource needs had become an increasingly large challenge. Compounding this, one of the company’s core talent management principles was that store managers should be hired from inside the company. This challenge was the genesis for what became known as Project DNA. Via Project DNA Americans executives aimed to: determine empirically the extent to which store managers impacted store performance; identify those characteristics that differentiated a good manager from an average one; and create a leadership training program to develop and reinforce those characteristics. To date, approximately 1,500 managers had participated in the training to date, and while it was still early days, initial results had been impressive. The question for Americanas’s management was: what could be done to improve and update the project? And, could the learnings of Project DNA be applied elsewhere?

  Keywords: retail; Brazil; Data Analytics; training; growth and development; Data and Data Sets; Analysis; Training; Performance; Employees; Management; Retail Industry; Brazil;

  Citation:

  Groysberg, Boris, Eric Lin, and Sarah L. Abbott. "Lojas Americanas: Project DNA and the 'People Machine'." Harvard Business School Case 421-038, September 2020.  View Details

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