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Case Studies by Balagopal Vissa

4 case studies

published: 05 Jan 2006

  • Topic: Entrepreneurship
  • Industry: Services
  • Region: Asia

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Abstract:
The case describes the founding process of a unique human capital assessment venture based out of Bangalore, India. Particular emphasis is placed on how the founding team was assembled and the contributions and inducements offered to the different team members. The case focuses on four structural aspects of founding teams: (i) incentive alignment within the team (ii) complementarity of skills and social capital (iii) Fit in terms of values and (iv) Governance issues when the shareholders are also operating executives. The key short-term challenge facing the protagonists revolve around how to rescue the venture from a cash flow crisis which could lead to bankruptcy. The longer term issue is whether structural flaws in the current founding team could lead to significant governance issues that could drive an otherwise promising venture into the ground. The case is designed to have users (i) identify the key structural issues in founding team design and (ii) diagnose what could go wrong with a particular structure - especially if the venture gets into a growth trajectory. In addition, the case can also be used to illustrate the importance of cash management in new ventures and raising funds in a tight market.

Pedagogical Objectives:
The key teaching objective of the case is to lay out a framework on founding team composition so as to minimize predictable tensions and conflicts and maximize the chances of building a solid organization. The case is useful to illustrate the importance of aligning incentives within the team, paying attention to complementary skills and social networks, and the importance of shareholder agreements as a way to set the rules of the game governing shareholder behavior in start-ups. In addition, the case outlines the importance of cash management in start-ups.

published: 27 May 2013

  • Topic: Leadership & Organisations
  • Industry: Diamond Industry
  • Region: Asia

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Abstract:
This case traces the evolution of the personal networks of Russell Mehta, CEO of Rosy Blue, as he steps out of his father's shadow to run one of the largest diamond companies in the world. His challenge is to adapt his personal networks to drive his organization's success.

Pedagogical Objectives:
Leaders need to manage their personal networks in order to accomplish key tasks and lead strategic change in their organizations. This case sets the stage for how senior executives develop and deploy personal networks, describes the networking style on which they are based , and identifies strategies and tactics to make them a effective mechanism to drive organizational success.

Keywords:
Networking, Social Capital, Diamond Industry, India, Family Business, Entrepreneurship, Networking Styles, Personal Networks

published: 30 Jul 2012

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Abstract:
The Simplex Solutions multi-media decision scenario outlines the evolution of a software venture with a new technology that could find application in very diverse markets. The two co-founders (who have a technical background) decide to expand the entrepreneurial team by bringing in financial and marketing expertise to propel the venture to the next stage. The specific strategic decision facing them is to choose a candidate from the shortlist for the positions of chief financial officer (CFO) and chief marketing officer (CMO).

Pedagogical Objectives:
To explore issues related to top management team expansion in a start-up venture, specifically those aspects of team composition that drive predictable team dynamics in a start-up context. The decision scenario enables a realistic discussion of theoretical concepts such as a team's demographic diversity, expertise and fault-lines, and their implications for performance in a new venture setting.

Keywords:
Entrepreneurship, Top Management Team, Diversity, Team Expansion, Hiring, Human Resources, Teams, Venture Team

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published: 30 Jul 2012

Show details ...

Abstract:
The Simplex Solutions multi-media decision scenario outlines the evolution of a software venture with a new technology that could find application in very diverse markets. The two co-founders (who have a technical background) decide to expand the entrepreneurial team by bringing in financial and marketing expertise to propel the venture to the next stage. The specific strategic decision facing them is to choose a candidate from the shortlist for the positions of chief financial officer (CFO) and chief marketing officer (CMO).

Pedagogical Objectives:
To explore issues related to top management team expansion in a start-up venture, specifically those aspects of team composition that drive predictable team dynamics in a start-up context. The decision scenario enables a realistic discussion of theoretical concepts such as a team's demographic diversity, expertise and fault-lines, and their implications for performance in a new venture setting.

Keywords:
Entrepreneurship, Top Management Team, Diversity, Team Expansion, Hiring, Human Resources, Teams, Venture Team

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