News & Highlights

  • March 2022

What They're Made Of: Secrets and stories of the leaders on the edge – A Conversation with Professor Ranjay Gulati and Anand Mahindra (HBS MBA 1981)

This March in collaboration with HBS Club of India, we virtually organized a conversation between Professor Ranjay Gulati, former Unit Head of the Organizational Behavior Unit, and former Chair of the HBS Advanced Management Program, and Anand Mahindra (MBA 1981), Chairman of the Mahindra Group. The discussion touched on themes from Professor Gulati’s new book, Deep Purpose: The Heart and Soul of High-Performance Companies, which describes how leaders inspire their teams and organizations to become courageous and more purposeful. Mr. Mahindra shared the genesis of the Mahindra Group’s Rise philosophy, which drives the actions of all its employees. He elaborated on how he personally uses the Rise purpose as his north star in making the right choices. He ended with a piece of advice for future leaders: to retain their humility as humility leads to curiosity, an essential value for surviving in today’s volatile world. A total of 130 participants watched it live and over 500 have viewed it since then. A recording of the discussion is available at this link.
  • January 2022

Case Centennial Celebrations

In January, the India Research Center hosted two events to mark the centennial of the HBS case method. The first was in collaboration with Executive Education, Harvard Business Publishing, and the Middle East and North Africa Research Center. It was a specially curated case discussion on Building World-Class Operating Systems led by Professor Stefan Thomke. Professor Thomke discussed the classic Toyota case. This was followed by an engaging and insightful Q & A with the faculty attendees and over 100 participants. The second event was held in partnership with the HBS Club of India. Professor V. G. Narayanan wrote the case, “Hybrid Classroom - an Opportunity or a Threat?” for this session. The discussion enabled the participants to understand the scale of technology investments made by HBS to create the hybrid classroom and evaluate the opportunities and threats the new classroom presents. Participants shared that while the hybrid classroom afforded many advantages such as lifelong learning for alumni and a more diverse cohort, it was important to ensure that the quality of learning was not compromised.
  • NOVEMBER 2021

Dean Datar Receives Padma Shri

This November, Dean Srikant Datar visited India and received the Padma Shri Award in literature and education. The Padma Shri—one of the three categories of the Padma Awards—is given for distinguished service and is one of India's highest civilian honors. The award seeks to recognize achievements in all fields of activities or disciplines where an element of public service is involved.
  • AUGUST 2021

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.

New Research on the Region

  • March 2022
  • Case

Pakistan Rising: Bazaar's Growth Story (A)

By: Paul A. Gompers and Gamze Yucaoglu

The case opens in September 2021 as Hamza Jawaid and Saad Jangda, co-founders of Bazaar technologies (Bazaar), the Pakistani high growth B2B e-commerce marketplace, are contemplating whether the year-and-a half old startup should also venture into offering financing to its customers, the thousands of mom-and-pop stores around Pakistan. Since its founding in mid 2020, the company has been growing its core business full throttle and also launched a digital ledger app to help with customer acquisition. Meanwhile, the co-founders are growing the team and geographically expanding Bazaar’s operations beyond Karachi. Jawaid and Jangda need to weigh the pros and cons of branching out to financing and decide, with so much going on, whether this is the right time for such a move. The case provides a background on Pakistan, its retail and e-commerce space to then talk about Bazaar’s founding story and its founders’ ambitious mission to create a generational story in and for Pakistan. The case then talks about the company’s pillars: technology, warehousing and logistics, and culture in detail and provides details on its day-to-day operations. Next, the case chronicles the company’s growth both product -wise and geographically. Bazaar is trying to take a stake and solidify its place in the booming $170 billion retail market in the world’s fifth-most populous nation which is yet to see much deployment of technology, and is in hypergrowth mode with a number of competing priorities. The co-founders need to decide if venturing into financing now is a good idea and whether it would take away from the company’s sharp focus on the B2B business and its culture that the co-founders so passionately built. The decision is made more complicated, because the company has the funds to deploy and many think that financing will also fuel the growth of the core business.

  • March 2022
  • Teaching Material

Pakistan Rising: Bazaar's Growth Story (B)

By: Paul A. Gompers and Gamze Yucaoglu

The case opens in January 2022 as Hamza Jawaid and Saad Jangda, co-founders of Bazaar technologies (Bazaar), the Pakistani high growth B2B e-commerce marketplace, are looking over the performance of the newly launched “buy now, play later” feature. The traction looks promising and seems to deliver more share of wallet per customer, so the co-founders are trying to envisage how big this business could get and whether it would overtake Bazaar’s core business. The case provides a background on the launch of the delayed payment feature—it seems low risk and additive to the core business and is financed by the capital previously raised. The competitive environment is bound to heat up and the co-founders need to decide how best to sustainably grow this new business while also expanding the B2B business across 15 cities in the next six months.

  • March 2022
  • Article
  • American Economic Review

Targeting High Ability Entrepreneurs Using Community Information: Mechanism Design in the Field

Identifying high-growth microentrepreneurs in low-income countries remains a challenge due to a scarcity of verifiable information. With a cash grant experiment in India we demonstrate that community knowledge can help target high-growth microentrepreneurs; while the average marginal return to capital in our sample is 9.5% per month, microentrepreneurs reported in the top third of the community are estimated to have marginal return to capital between 24% and 30% per month. Further we find evidence that community members distort their predictions when they can influence the distribution of resources. Finally, we demonstrate that simple mechanisms can realign incentives for truthful reporting.

See more research

Mumbai Staff

Anjali Raina
Executive Director
Rachna Chawla
Associate Director, Community Engagement
Anthea D’Souza
Associate Director, Financial and Business Administration
Kairavi Dey
Kalpesh Hedulkar
Radhika Kak
Mansoor Masood
Research Associate
Rashmi Patel
Research Assistant and Educational Coordinator
Malini Sen
Senior Researcher
Sanjivani Shedge
Executive Assistant
Rachna Tahilyani
Senior Associate Director, Research