News & Highlights

  • DECEMBER 2021
  • EVENT

Roundtable: Leadership in the Digital Era with Professor Linda Hill

On December 16, 2020, the IRC organized a virtual research roundtable on Leadership in the Digital Era with Linda Hill, Wallace Brett Donham Professor of Business Administration. This was one of a series of five roundtables conducted by Harvard Center Shanghai, the Japan Research Center, and the India Research Center. The goal was to bring together the diverse perspectives of large traditional companies and smaller, newer start-ups. The participants included founders of tech start-ups, and leaders from mid-sized organizations, large banks and FMCG and media conglomerates. Key insights were that in a world of fast-evolving technologies, the paradigms of leadership do not change, but leaders now need to be more comfortable with uncertainty and more accepting of experimentation and mistakes.
  • DECEMBER 2020
  • MBA EXPERIENCE

South Asia: MBA New Admits Event

This January the IRC organized a virtual event for newly admitted students from South Asia. Attendees had the opportunity to ask HBS alumni about career paths, recruiting opportunities on campus, and the resources and support that HBS and the HBS community provides during the MBA program and after graduation. Alumni shared glimpses into the HBS MBA experience, student life, their academic and career journeys post the MBA program, and alumni benefits.
  • October 2020
  • EVENTS

24 Hours of Harvard

Worldwide Week at Harvard showcases the breadth of Harvard’s global engagement through academic and cultural events with global or international themes. On October 7th-8th, Harvard broadcasted 24 Hours of Harvard, which featured 24 consecutive hours of around-the-clock and around-the-world events and activities. The HBS India Research Center, in collaboration with the India Center of the Harvard T.H. Chan School of Public Health , Harvard Business Publishing and the India Office of The Lakshmi Mittal and Family, South Asia Institute, curated “Dastaan è South Asia” (Narratives from South Asia, Part 2, Time stamp: 06:00:00). The presentation showcased the range of work Harvard has done in South Asia. This includes efforts to drive public health communication & policy translation, influence management practice and capability building in education, and adopting smart business models, leveraging technology and using business as a force for good. Using the visual story telling medium, “Dastaan e South Asia” shared stories from front line workers, leaders in business, academia, government, HBS alumni, donors and other stakeholders to showcase the diversity, development challenges and cultural context of the region.

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  • June 2020
  • EVENTS

Science, Business & Vaccine Development to Combat the Pandemic

On June 10, 2020 the India Research Center hosted a webinar in partnership with Harvard Business Publishing and The Lakshmi Mittal & Family South Asia Institute, Harvard University titled, “Science Business, and Vaccine Development to Combat the Pandemic.” Through the lens of a contemporary case study, Professor Tarun Khanna shared the geopolitics of how vaccines are developed, the funding and distribution that is critical to the effort, and the global alliances that facilitate this today. He also engaged Dr. Gagandeep Kang, Executive Director, Translational Health Science and Technology Institute & Vice Chairperson of The Coalition for Epidemic Preparedness Innovations; Umang Vohra, Managing Director & Global Chief Executive Officer, Cipla Ltd and Dr. David E. Bloom, Clarence James Gamble Professor of Economics & Demography, Harvard T.H. Chan School of Public Health, in a discussion on the South Asia context. A recording of the webinar can be viewed here.

New Research on the Region

  • January 2021
  • Case

Aster DM Healthcare: Budgeting for a Crisis

By: V.G. Narayanan and Amy Klopfenstein

In April 2020, Alisha Moopen, Deputy Managing Director of Aster DM Healthcare, a network of clinics, hospitals, and pharmacies in the Middle East and India, must create her company’s budget for the 2021 fiscal year in light of the onset of Covid-19. The pandemic had forced Aster to indefinitely cancel elective procedures, which represented 70% of the company’s revenue. Meanwhile, materials costs increased as the Aster team had to procure enough personal protective equipment (PPE) to keep frontline staff safe from the virus, even as revenue from clinics and pharmacies declined. To offset the impact of the pandemic, Alisha and her team must decide whether to implement austerity measures, such as temporary salary decreases, whether to request temporary rent reductions from their landlords, and whether to renegotiate their debt covenants with their lenders. They must also decide what assumptions they can make about revenue: when elective procedures will resume, whether their new telehealth practice will gain traction, and when clinic and pharmacy revenue will recover.

  • January 2021
  • Teaching Material

Aster DM Healthcare: Budget Exercise

By: V.G. Narayanan and Amy Klopfenstein

In April 2020, Alisha Moopen, Deputy Managing Director of Aster DM Healthcare, a network of clinics, hospitals, and pharmacies in the Middle East and India, must create her company’s budget for the 2021 fiscal year in light of the onset of Covid-19. The pandemic had forced Aster to indefinitely cancel elective procedures, which represented 70% of the company’s revenue. Meanwhile, materials costs increased as the Aster team had to procure enough personal protective equipment (PPE) to keep frontline staff safe from the virus, even as revenue from clinics and pharmacies declined. To offset the impact of the pandemic, Alisha and her team must decide whether to implement austerity measures, such as temporary salary decreases, whether to request temporary rent reductions from their landlords, and whether to renegotiate their debt covenants with their lenders. They must also decide what assumptions they can make about revenue: when elective procedures will resume, whether their new telehealth practice will gain traction, and when clinic and pharmacy revenue will recover.

  • 2021
  • Working Paper

Auditor Independence and Outsourcing: Aligning Incentives to Mitigate Shilling and Shirking

By: Ashley Palmarozzo, Jodi L. Short and Michael W. Toffel

Multinational corporations (MNCs) hire auditors to assess their business partners’ compliance with quality, working conditions, and environmental standards. Independent third-party auditors are widely assumed to outperform second-party auditors employed and thus controlled by MNCs. Synthesizing literatures on auditor independence and outsourcing decisions, we compare how independence and control can affect auditor performance. Using proprietary data from a global apparel brand, we find that second-party auditors outperform independent third-party auditors, and that third-party auditors’ performance improves when MNCs concurrent source audits, using both second- and third-party auditors. However, both second- and third-party auditors perform better with more independence from the entities they audit—specifically, when auditing factories most recently audited by a different firm. These findings yield important insights for more effective monitoring of business partners.

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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
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