Abstract:

This biographical case concerns the life of a middleschool dropout who begins as a tea boy and rises to the post of industrial relations officer of his plant. En route he acquires degrees in commerce and law, becomes a member of a body of electronic engineers, and a registered medical practitioner.

Abstract:

The interplay of power and politics in an organization unfolds around an episode arising from inter-union rivalry.

Abstract:

The note gives an overall picture of the formulation and implementation of corporate strategy, with emphasis on small and medium-scale entrepreneurs.

Abstract:

This is a technical note on the Institutional Framework in India, describing the roles of the Parliament, Parliamentary Committees, the President, and the Planning Commissions.

Abstract:

The note narrates the salient features of the Indian constitution and its implementation in the last three decades.

Abstract:

The note discusses the evolution of the ideological framework in India with special reference to nationalism, democracy and socialism. Extracts from the Election manifestos of the Janata and Congress Parties for the 1977 general elections are used to analyze and compare their social, political and economic programmes.

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The language problem of India and the official language policy is described and analyzed in this note.

Abstract:

This case discusses the challenges faced by the CEO and senior leaders of the nonprofit organization, Digital Green, as they experimented with ideas which had vast commercial potential. Digital Green produced videos of best farming practices and shared these videos with small and marginal farmers to help them increase their yield. As the organization grew, it started a pilot project named LOOP, which used technology to provide end-to-end shared logistic services to the farmers which aggregated farmer produce from a village, delivered that produce to market, received payment from sales, and transferred it back to the farmers. This entire chain of transaction could be tracked by a smartphone application at the farmer’s end. As the LOOP project became successful and the various stakeholders came to terms with its tremendous financial potential, the co-founders and senior members at Digital Green needed to decide on an organizational model to tap into the potential of LOOP and, at the same time, to not disrupt the work at Digital Green.

This case focuses on the organizational design options available to Digital Green, as a nonprofit, to pursue and scale the LOOP project. Nonprofit organizations in India have various limits as far as their engagement in commercial, revenue generating activities is concerned. The main questions the case tries to focus on are: What are the various options available to the CEO and senior members of Digital Green to pursue a project like LOOP which has commercial potential? And what are the limitations and challenges of each of these option which the leaders need to be aware of while making their decision?