News & Highlights

  • AUGUST 2021
  • EVENTS

Revitalizing Management Education

Vinay Hebbar, Senior Vice-President, Head of International Markets at Harvard Business Publishing, and Anjali Raina, Executive Director of the India Research Center, both spoke at sessions during the Association of Indian Management Schools (AIMS) Annual Management Education, convention held from August 26 to 28. Anjali was a panelist at the session “Revitalizing management education from design thinking to actionable insights: technology as a game changer,” and Vinay was part of the Business Thought Leaders Panel, “Reinventing the management wheel for a better tomorrow.” Their speaking engagements were a part of Harvard Business School’s case centennial celebrations, marking 100 years of the case study method.
  • AUGUST 2021
  • EVENT

Virtual Workshop on the HBS Case with Sri Lankan Academics

At a virtual workshop with 11 academics from the University of Colombo, Sri Lanka, Rachna Tahilyani, Senior Associate Director at the India Research Center, talked about the case method ecosystem, the case writing process, and tips from her experience as a researcher. At the session, Dviwesh Mehta, Regional Director of Higher Education at Harvard Business Publishing, discussed the portfolio of services available. This year marks the 100th celebration of the case. Read more about the HBS Case method here.
  • MAY 2021
  • EVENTS

The Role of the Private Sector during COVID-19: A webinar

On May 26, 2021, the IRC co-hosted a webinar with the Harvard T. H. Chan School of Public Health India Center, to discuss the role of India’s private sector in mitigating the pandemic. The panellists were HBS Professor Rohit Deshpande , HSPH Professor Joseph Allen, Ruzbeh Irani, President of Group Human Resources and Communications at Mahindra Group, and Dr. Rohini Sridhar, Chief Operating Officer at Apollo Hospitals Madurai Division. Some insights from the panel on how to manage the pandemic as people returned to work were: creating well-ventilated spaces; actively responding to customers’ safety and well-being needs (for example, contactless delivery); and the need for rapid vaccination.
  • MAY 2021
  • FACULTY RESEARCH

Why Workplaces Need to Match Technology with Work Goals: A conversation with Professor Tsedal Neeley

In this article, Professor Tsedal Neeley, author of Remote Work Revolution: Succeeding from Anywhere and expert of virtual work, talks with HBS alumnus Aparna Piramal Raje (MBA 2002) about the changing nature of work. From how to get the hybrid workplace to work to addressing Zoom fatigue, Professor Neeley shares strategies for companies navigating the new normal.
  • MARCH 2021
  • FACULTY RESEARCH

Pursuing the American dream with WFA: A discussion with Professor Prithwiraj Choudhury

In this article, Professor Prithwiraj Choudhury shares why the idea of working from anywhere may be a practical solution for companies and workers facing challenges with US immigration. Given how U.S. immigration is unlikely to change soon, prospective employees hoping to access opportunities in the U.S. might begin to have hope as U.S.-based companies consider other options.

New Research on the Region

  • September 2021
  • Case

Vignettes on Professional Service Firm Governance

By: David G. Fubini, Suraj Srinivasan and Li-Kuan Ni

The two vignettes within “Vignettes on Professional Service Firm Governance” (HBS No. 122-024) present various issues relating to governance in professional service firms (“PSFs”). In the first, the Managing Director of a U.S. consulting firm contemplates whether to bring on outsiders to sit on the firm’s Executive Leadership Board and the potential implications of doing so. In the second, a U.S.-headquartered Private Equity firm’s Managing Partner of India was excited about the opportunity to acquire another Indian firm but worries about the potential resistance from the firm’s Global Management Committee. This vignette has deliberately been written as a PE firm so as to allow participants from PSF firms to step away from their immediate organizations and reflect on the broader issues that are involved. This vignette attempts to explore the meaning of being a global firm in the context of PSF and the methods to realize a PSF’s global ambitions. The vignettes allow students to discuss a breadth of issues related to the governance and strategy of PSFs.

  • Article
  • NEJM Catalyst Innovations in Care Delivery

A Cost Comparison of Cataract Surgeries in Three Countries—United States, India, and Nepal

By: Jiayin Xue, John Hinkle, Mary-Grace Reeves, Luo Luo Zheng, Vengadesan Natarajan, Shyam Vyas, Radhika Upreti Oli, Matt Oliva, Robert S. Kaplan, Arnold Milstein, Geoff Tabin, Jeffrey L. Goldberg and Kevin Schulman

U.S.-based cataract surgeries are costly compared with those performed in high-quality Indian and Nepalese eye centers. The authors used time-driven activity-based costing to evaluate phacoemulsification surgery across four sites: a U.S.-based academic hospital outpatient department (HOPD) and an ambulatory surgery center (ASC), Aravind Eye Hospital in Pondicherry, India (AEH-P), and Tilganga Institute of Ophthalmology (TIO) in Kathmandu, Nepal. Indexing HOPD to $100 and correcting for purchasing power parity, the costs of cataract care were $42.00 at ASC, $21.50 at AEH-P, and $16.10 at TIO. Lower cost at the two South Asian sites can be attributed to faster patient throughput, avoidance of intravenous anesthesia, increased use of mid-level staff, and more frequent reuse of supplies. Adopting clinical processes from these high-quality, lower-cost providers, including a top-of-license approach that optimizes physician time; instituting detailed process flows, task-specific staffing models; and strengthening the focus on supply costs, could significantly reduce cataract surgery costs in the United States but may require new incentives within the nation’s health system.

  • Article
  • Business History

Business Investment in Education in Emerging Markets Since the 1960s

By: Valeria Giacomin, Geoffrey Jones and Erica Salvaj

This article examines non-profit investments by business in education in emerging markets between the 1960s and the present day. Using a sample of 110 interviews with business leaders from an oral history database, the study shows that more than three-quarters of such leaders invested in education as a non-profit activity. The article explores three different types of motivations behind such high levels of engagement with education: values driven, context focussed, and firm focussed. The article identifies significant regional variations in terms of investment execution, structure, and impact. In South and Southeast Asia, there was a preference for long-term investment in primary and secondary education. In Africa and Latin America, some initiatives sometimes had a shorter-term connotation, but with high-profile projects in partnerships with international organisations and foreign universities. In Turkey, there was heavy focus on training and the creation of universities. The article concludes by examining the impact of this investment, comparing Chile and India especially. It discusses issues such as the paucity of financial data and the challenges of comparing different types of educational spending, which make robust conclusions hard, but does suggest that although such spending did not resolve major educational roadblocks across the emerging world, it represented a positive overall social gain.

See more research

Mumbai Staff

Anjali Raina
Executive Director
Rachna Chawla
Assistant Director, Research Services
Anthea D’Souza
Associate Director, Financial and Business Administration
Kairavi Dey
Research Associate
Kalpesh Hedulkar
Coordinator
Rashmi Patel
Research Assistant and Educational Coordinator
Shreya Ramachandran
Research Associate
Malini Sen
Researcher
Sanjivani Shedge
Executive Assistant
Rachna Tahilyani
Senior Associate Director, Research