News & Highlights

  • MAY 2018
  • ALUMNI NEWS

Creating Opportunity for Indian Entrepreneurs

Harsh Bhargava (MBA 1977) was visiting his hometown of Jaipur, India, in 1999 when tragedy struck. In the midst of an unemployment crisis during the Kargil War, the government advertised for 120 open positions in the nearby town of Jhunjhunu. More than 100,000 young men showed up looking for work. The government was not prepared to handle the number of job-seekers, resulting in matters becoming out of control and police killing three young men. The incident ate at Bhargava, and led to an idea: Why not create job creators instead of job seekers through an entrepreneurship training program at the grassroots level? Inspired, Bhargava founded I Create, an organization that teaches entrepreneurship skills to students at the secondary level and also works with disadvantaged women, youth, and discharged soldiers to provide comprehensive training and mentorship.
  • NOVEMBER 2017
  • ALUMNI NEWS

HBS Alum to Expand Company's Automotive Operations to Detriot

Anand Mahindra (MBA 1981) has plans to expand the automotive operations of the Mumbai-based company, Mahindra Group, into Detriot in early 2018. The company will begin producing off-road recreational and work vehicles that will contribute to their current U.S. production of tractors.
  • SEPTEMBER 2017
  • ALUMNI NEWS

An HBS alumnus and his City of Dreams - Colombo, Sri Lanka

With a clear vision and big dreams for change, HBS graduate Nayana Mawilanda (MBA 2005) shares his plans for turning Sri Lanka's capital city of Colombo into a megapolis that resembles other major international port cities. His master plans for transformation include housing, transportation, water, and environmental priorities, and he talks about how his unexpected career path led him to have the skills he needs to make these big changes.

New Research on the Region

  • April 2018
  • Teaching Material

Flipkart (B): The Ongoing Battle for India's E-Commerce Market

By: Sunil Gupta, Das Narayandas and Rachna Tahilyani

In 2017, both Flipkart and Amazon claimed leadership position in India's recently concluded key annual festive season sale, but it was too early to declare victory. Amazon continues to invest heavily in India. Competition from newer players is increasing. Media reports hint that Reliance Industries, a large Indian conglomerate, is planning to extend its e-commerce offering beyond fashion to electronics, mobile phones and even groceries. As the battle for India's lucrative e-commerce market gains pace, experts wonder--who will win? Is India a winner-takes-all market or is there space for more than one player?

  • April 2018
  • Article
  • Governance

Elite Strategies and Incremental Policy Change: The Expansion of Primary Education in India

By: Akshay Mangla

This article analyzes India’s recent enactment of universal primary education. This programmatic policy change is puzzling given the clientelistic features of Indian democracy. Drawing on interviews and official documents, I demonstrate the catalytic role of committed state elites, who introduced incremental reforms over three decades. These officials operated beneath the political radar, layering small-scale initiatives on top of the mainstream school system. Following India’s globalization in the 1990s, support from the World Bank gave committed officials the political opportunity to experiment with new programs in underperforming regions, which they progressively extended across the country. These incremental reforms supplied the institutional blueprint for India’s universal primary education program. Along with state initiative from above, civil society mobilized from below, using the judiciary to hold the state legally responsible for policy implementation. Reforms exposed acute gaps in service delivery, propelling new civic demands for state accountability.

  • March 2018
  • Case

Chaudhary Group: Rebuilding Nepal

By: Christopher J. Malloy, Lauren H. Cohen and Inakshi Sobti

After the 2015 Nepal earthquake, the Chaudhary Group, a billion-dollar conglomerate in Nepal decides to play a pivotal role in re-building the country. The Group's philanthropic arm (Chaudhary Foundation) works with stakeholders and develops a blue print for short- and long-term relief measures. The management needs to address several questions as they navigate the foundation's course. What element of relief work should the foundation focus on? Should they go beyond addressing the immediate need for shelters and adopt a more holistic development plan? How should they acquire technical expertise and organize themselves to successfully execute this effort? The case focuses on how businesses can drive entrepreneurship and disaster management efforts and be agents for social change in the emerging markets grappling with institutional voids. How should they work with the government in this endeavor? How do they ensure an alignment of these efforts to the group and foundation's long-term focus areas and objectives?

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Mumbai Staff

Anjali Raina
Executive Director
Namrata Arora
Associate Director, Special Projects
Saloni Chaturvedi
Researcher
Rachna Chawla
Assistant Director, Research Services
Tanvi Deshpande
Research Associate
Anthea D’Souza
Associate Director, Financial and Business Administration
Kalpesh Hedulkar
Administrative Assistant
Mahima Kachroo
Research Associate
Rashmi Patel
Research Assistant and Educational Coordinator
Sanjivani Shedge
Executive Assistant
Inakshi Sobti
Associate Director, Community Initiatives
Rachna Tahilyani
Associate Director

HBS IRC - Conducting Research, Fostering Dialogue, Building Community