Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/13696
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dc.contributor.authorVohra, Neharika
dc.date.accessioned2015-05-28T08:09:10Z
dc.date.available2015-05-28T08:09:10Z
dc.date.issued2013
dc.identifier.urihttp://hdl.handle.net/11718/13696
dc.description.abstractThis is a study of Ingersoll Rand India where a leader is addled with decision taken by the head office in the United States to hive off all profitable businesses in India and only work with businesses that are new or not so profitable. The leader also inherits 50 years old slow, bureaucratic culture in various locations. The leader responds by changing his team, working towards innovating to survive and grow. The case thus presents a scenario where a leader uses his skill to tackle difficult business situations by building a team and changing the culture to innovate.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectIngersoll Randen_US
dc.subjectIndiaen_US
dc.titleInnovating for Growth: The Story of Ingersoll Rand, Indiaen_US
dc.typeArticleen_US
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