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 Preface by Meera Seth 9

 The Music Blogger 12Suvrat wants to go by his research among music blog-

gers, for he feels that is where the tribes of music lovers

gather. CEO Guha stands protected by a chorus of 

marketers who think bloggers are idle mongers and

cannot provide relevant insights into marketing.

Dollar Meets The Rupee 21Here, country head, Niranjan, faces an uncertain fu-ture, both personally and professionally if he settles for

doing business in India. Does he want India for low 

cost and high profits or a long term enduring and at-

tractive business opportunity?

Made In India 30Mallika grapples with two worlds that she has tra-

 versed as a manager. From a performance-led India in

1990, she is now in ‘people skills led’ Europe and with-

out a mentor; and her HR has no answers.

 The Male Model

39Promila watches the dilemma at Sandhome India 

 where an attempt at gender balance comes through as

false, with the men now facing the bias.

Of Cabbages And Kings 48Durga Smartha watches a depleted spent wasted hu-

man in her husband who has been returned to her af-

ter 35 loyal years of working for Belmonitt India. Post

his retirement he is worse than a cabbage…

Case Overview by Nawshir Khurody, 57 ex-MD, Voltas

New Boss In The Dock  61 After 10 years, Ram gets a new boss who is different.

His boss Abhay, too, is facing change after a long time.

 And their minds play the old tricks, as both grapple

 with each other...

Know Your Strengths 70Continuing from the previous part, where we see a face

off between Ram and his new boss, Dancing the

trainer at Epicensys, resurrects a low-on-self-esteem

Ram, and takes him through his strengths of which he

seems to know so little...

Lonely At The Top (Part One) 79Kohl’s head Nandi Syal is losing staff, morale and loy-

alty because he is taking on a friend as a client, who is

 low on ethics. Except that, the unethical behaviour is

shown only to his staff, while Syal himself is delighted

that the business will now have more money to spend.

MD and employees lock horns….

Nandi Meets Truth (Part Two) 88 An unethical client holds the agency, Kohl India, to

ransom. This is the client all employees had resisted

from signing up. After three years of battling, realisa-

tion comes to Nandikesh Syal, as he says, “Wouldn’t we

care who we work with and where our bread comes

from?”

Case Overview by Rama Bijapurkar, 97  independent management consultant and 

a visiting faculty at IIM Ahmedabad 

Up Against A Wall (Part Three) 101Having first signed up a friend-owned business, Vel-

cap as client, against the wishes of staffers who know 

 Velcap is very low on ethics, Nandi Syal faces the ire

and reluctance of his teams, followed by their heel

grinding as Velcap holds back payment on jobs.

When God Died Young 110This case raises the dilemma of trainee Prahlad who

has been victim of a deceitful boss and sacked. His

dad’s colleague shares his experiences of seeing an idol

 break…and urges him to keep running the marathonof life, “To know who you are, you have to face and en-

counter who you are not - your broken idols,” he says.

 Telling The Difference 119Prahlad who always thought his dad’s CEO was a 

sham, overrated etc., now experiences first hand what

makes Latif a much idolised person, as a trainee there

..and learns through mistakes and shepherding, what

makes some people truly great.

Contents

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Businessworld Case Studies on Change 8

 To Grow A Giant Oak  128 Young workers at a BPO stage a walkout…CEO wishes

to engage and soothe…HR wants to take strict ac-

tion…Much conflict over approach to be taken! Opera-

tions Head Nik Dogra cottons on to the nub of the

problem.

Processifying People 137 This case is about being young and a worker in today’s

India…about being a CEO to such youth…about lead-

ing a business based on new rules, new methods and

new demands.

Sounds Of Success 146More and more brand names are rooted in sounds

rather than real words. Is that the trend for success?

Seems not; name is only a detail once a product is suc-

cessfully birthed.

Case Overview by Santosh Desai, managing  155director and CEO of Futurebrands

Beyond Habitual Naming 159 What thought processes go into the naming of a prod-

uct? Do brand names have a meaning? Should they 

have a meaning? Is a meaning necessary to enable con-

sumers identify with the brand?

Consumers And Citizens 168 Vineet is the nominated candidate of his constituency.

He resists his PR officer’s attempt to plan the whole

campaign on marketing and brand lines, including the

idea of citizen as consumer.

 Three Men, Three Eras 177  Athanu and Raghav meet their former managing di-

rector, 75-year-old Parvez Vatcha of Delaware India.

Both Athanu and Raghav are CEOs of different eras:

one from the post liberalised India of 90s, one of the2000s. Neither enjoys the peace of their mentor.

Redefining Success 186Both Athanu and Raghav have good reasons for what

 went wrong with their careers; Athanu justifies why he

should abandon his organisation and quit. Both point

to modern management atrocities, but Parvez Vatcha 

their boss of 20 odd years ago, says they are probably 

unwilling to let go their once iconic image...

Case Overview by Vinita Bali, managing  195director of Britannia 

No Place For Gandhi 199Gandhi is not aspirational as a hero any more for the

 very reasons that make the modern day businessmen

successful and inspiring… Are Ambani, Mallaya, Go-

drej…second generation scions replacing Gandhi?

Sense And Non-sense 208Sam Balsara, a much respected ad agency senior,

stated in a forum that Cadbury’s gorilla advertisement

 would not be understood by Indian audiences. De-

 bates ensue around whether advertising should makeproduct sense…

 The Mind of A Woman (Part One) 217  Aavani is a senior business head, at Crafters India.

 Without a warning she finds a change in her reporting

relationship and a new boss tries to diminish her.

Men, Women And Struggles 226(Part Two)Resigning from a challenging job has not been easy for

 Aavani. Here her colleagues dissect her attitude, be-

haviour, response, non-response, which they attribute

as being the cause for her failure to keep her job...

We The People, Think… 235The handling of 26/11 by the government leads to

questioning our governance and probing if it is gover-

nance at all. Angry corporate managers call for a com-

plete overhauling…

More Of A Woman Than 244Ever BeforeTen women discuss how women in India have dealt

 with change, discrimination (socially and in the work-

place), glass ceilings and a management that hascovertly labelled women as not being dependable for

the long haul.

Meet The Participants 264Read about the esteemed men and women who have

discussed the cases in-depth and provided thought-

provoking insights and perceptions.

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