Search results

This paper aims to study the motives that led to conflict between two groups – Employees of state-owned power distribution companies and the Government – over permitting parallel licensing to a private company for power distribution services in selected areas of the Maharashtra state in India. The study also seeks to comprehend the reconciliation process and the role of leadership in thwarting the strike that could have impacted common citizens.

The research is built on a case-based approach to analyze the pre- and poststrike environment along with the impact of the power shortage during the few hours of the strike. A semi-structured interview method wherein government and employee union representatives were interviewed to understand their version of the incident is used. Related literature, reports and news were reviewed to realize the impacts and consequences of similar situations in the past.

The strike was called off within a few hours with the intervention of state government to resolve the issue, promising the union the government’s intention not to privatize but to invest INR 500bn in the three government companies. The parallel licensing may impact government-owned power distribution companies as well as customers in the future.

It will pave the way for lessons related to such incidence where the Government and the Unions are at loggerheads over issues like privatization or ownership of the company and help the involved and other parties to seek a viable solution. The role of resilient leadership demonstrated by both parties led to a win-win solution within a few hours of the strike.

The paper is a case study on an issue that is very contemporary; the role of leadership and its swiftness in decision-making that led to a solution to a very complex situation is something that was not done earlier in the context of the State vs Union issue.

Purpose: The business world has become more turbulent than ever. Organisations must be proactive to meet the challenges of the increasingly disruptive, dynamic, and unpredictable world. One technique that has supported leaders and organisations under challenging circumstances is ‘backcasting’, which works by envisioning a desirable future state and then working backwards to attain it. The current study aims to extend an understanding of the backcasting practices and strategic approaches that can be used by leadership teams in different industries in order to survive in turbulent times and can be adapted within and beyond any pandemic.

Methodology: The research employs a desktop research method to review and compare the most commonly used strategies that leaders from different sectors can use for their respective organisations to thrive in the VUCA world.

Findings: There needs to be more research on the applicability and relevance of backcasting that the leaders of different sectors can employ. The study would provide insights that would bridge the existing research gap and come up with suitable strategies that can be employed for dealing with VUCA challenges in the Indian context.

Significance: The outcome of the study will be helpful to the leaders in designing and aligning ‘out of the box’ backcasting strategies to survive in the highly disruptive world.

After completion of the case study, the students will learn about the blue ocean strategies that are adopted by entrepreneurs when they are entering into a new business territory and be able to perform an industry analysis and understand the competitive advantage that a firm possesses in a new market using Porter’s five forces framework.

This case study is about Sushant, an entrepreneur, who started his entrepreneurial venture in water sports tourism along the coastlines of India. His core business was into offering kayaking and camping activities. However, he planned to scale up his business by expanding its geographical reach. To fulfill this, he was also planning to manufacture his own kayaks, which would increase economies of scale in the long run. This case study investigates the dilemma of whether he should first increase his service offerings before expanding geographically or focus on geographical expansion and then increase service offerings.

This case is designed to be taught at the post-graduate level (Master of Business Administration) for an entrepreneurship course.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.