News & Highlights

  • SEPTEMBER 2019

HBS India Impact Series: Conversations with Dr. Y.K. Hamied and Dr. Armida Fernandez

The India Research Center’s HBS India Impact Series features discussions with change makers who are using their leadership, networks, and problem-solving skills to address fundamental challenges facing society. This August, a conversation with Dr. Y.K. Hamied, Non-Executive Chairperson of the pharmaceuticals company Cipla Ltd., focused on his pioneering efforts to develop affordable drugs for HIV patients across the world. Dr. Hamied’s innovative anti-AIDS treatment pushed the envelope in patent law. In another conversation this September, Dr. Armida Fernandez , Founder of SNEHA discussed her journey supporting under-served low-income communities in India and improving the quality of public health services. Nitin Nayar, MBA 2002, who serves on SNEHA’s board, shared how alumni can help leverage their skills and expertise to drive social change and widen their sphere of impact.
  • AUGUST 2019

MBA Voices: A Indian Student’s Experience—Meet Prineeta Kulkarni, MBA Class of 2020

MBA Voices is Harvard Business School’s admissions blog. A collection of community perspectives on the blog provide prospective students with insight into life at HBS. In this interview, Indian student, Prineeta Kulkarni, MBA 2020, explains her journey to become one of the applicants admitted to the school.
  • JULY 2019

A Discussion with Professor Mihir A. Desai: How Finance Works

This July in Mumbai, Professor Mihir A. Desai, Mizuho Financial Group Professor of Finance shared insights from his new book, How Finance Works. In an interactive and engaging session with alumni and friends of the School, Professor Desai tackled a range of topics including the sources of economic return, why the financial system is so complex, how value is created, measured, and maximized and the importance of capital markets in helping companies grow.
  • MAY 2019

Neel Ghose (MBA 2019) Wins Dean’s Award for Service to the School and Society

Neel Ghose (MBA 2019) is the founder of The Robin Hood Army, a zero-funds organization that distributes surplus food from restaurants to the hungry in developing countries and has served 14.8 million meals across 133 cities. Ghose brought his commitment to feeding the hungry to HBS, and during his time in the MBA program has increased his sectionmates’ awareness of the problem of global hunger. With the help of his classmates, the Robin Hood Army has been introduced into new countries including Indonesia, Nigeria, and Chile. Through his work with the Robin Hood Army and Robin Hood Academy, and through his actions on campus to bring awareness to the hunger problem in all nations, Ghose has been an inspirational role model while at HBS and impacted the quality of life for many communities, making him a 2019 Dean’s Award winner.

New Research on the Region

  • January 2020
  • Case

A Tough Call: SEAL Team Leader in Kandahar (A)

The case, which is a disguised version of real events, is set in Kandahar, Afghanistan (2013) during the long running Afghan war. Lt. Paul Rickson, a Navy SEAL Platoon Commander, is leading a team of 30 US and Afghan soldiers on a mission to clear hostile forces in Maiwand Village. After a long day of various hostile activities and clearing Improvised Explosive Devices (IED’s), he faces a tough choice that is filled with various tensions. After he directs a missile attack from a drone onto an enemy position, he’s ordered to conduct an on the ground Battle Damage Assessment (BDA), to confirm there are no civilian casualties. This would require some or all of his team crossing 800 meters in open territory, almost certainly drawing enemy fire. He’s concerned about the real risks to his team vs the perceived benefit of a US-forces taken picture. His has to reconcile a conflicting sense of priorities, from the Rules of Engagement for his team, the directive from HQ and inputs from his team. The primary purpose of the case is to focus on lessons from his decision-making approach that might be beneficial for a young leader facing conflicting tensions, such as: a. The strategic directive to win hearts and minds, while training Afghan forces vs. the on the ground facts and circumstances facing the platoon commander and the threats to his team. b. The predictability of support systems (e.g. communications, HQ guidance, video surveillance, transport) that can have outsized impact on options and outcomes. c. How substantial risks and core values come together in deciding what to do for you and your team.

  • Article
  • Academy of Management Perspectives

Crowdsourcing Memories: Mixed Methods Research by Cultural Insiders-Epistemological Outsiders

By: Tarun Khanna, Karim R. Lakhani, Shubhangi Bhadada, Nabil Khan, Saba Kohli Davé, Rasim Alam and Meena Hewett

This paper examines the role that the two lead authors’ personal connections played in the research methodology and data collection for the Partition Stories Project—a mixed-methods approach to revisiting the much-studied historical trauma of the Partition of British India in 1947. The Project collected survivors’ oral histories, a data type that is a mainstay of qualitative research, and subjected their narrative data to statistical analysis to detect aggregated trends. In this paper, the authors discuss the process of straddling the dichotomies of insider/outsider and qualitative/quantitative, address the “myth of informed objectivity,” and consider the need for hybrid research structures with the intent to innovate in humanities projects such as this. In presenting key learnings from the project, this paper highlights the tensions that the authors faced between positivist and interpretivist methods of inquiry, looks at the difference between “insider” and “outsider” categories of positionality and discusses in the quantification of qualitative oral history data. The paper concludes with an illustrative example from one of the lead authors’ past research experiences to suggest that the tensions of this project are general in occurrence and global in applicability, beyond the specifics of the Partition case study explored here.

  • Forthcoming
  • Article
  • Business History Review

The Cost and Evolution of Quality at Cipla Ltd, 1935–2016

By: Tarun Khanna and Muhammad H. Zaman

This article examines the evolution of Indian pharmaceutical manufacturer Cipla towards producing drugs that met the quality standards of European and U.S. regulators. It employs new research in Cipla’s corporate archives, the Creating Emerging Markets database, and interviews with Cipla employees, government regulators, and public health professionals in Africa, India, Latin America, and the United States. The article argues that, along with a longstanding corporate culture of self-reliance rooted in nationalism starting from its inception in 1935, major factors in Cipla’s strategy from the 1960s through the early 2000s included the early adoption and continued use of quality control technology, along with efforts to create global goodwill for affordable, high quality generic drugs during the HIV/ AIDS epidemic of early 2000s.

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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
Rashmi Patel
Research Assistant and Educational Coordinator
Shreya Ramachandran
Research Associate
Malini Sen
Sanjivani Shedge
Executive Assistant
Inakshi Sobti
Associate Director, Community Initiatives
Rachna Tahilyani
Senior Associate Director, Research