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http://hdl.handle.net/11718/13696Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Vohra, Neharika | |
| dc.date.accessioned | 2015-05-28T08:09:10Z | |
| dc.date.available | 2015-05-28T08:09:10Z | |
| dc.date.issued | 2013 | |
| dc.identifier.uri | http://hdl.handle.net/11718/13696 | |
| dc.description.abstract | This 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.iso | en | en_US |
| dc.publisher | Indian Institute of Management Ahmedabad | en_US |
| dc.subject | Ingersoll Rand | en_US |
| dc.subject | India | en_US |
| dc.title | Innovating for Growth: The Story of Ingersoll Rand, India | en_US |
| dc.type | Article | en_US |
| Appears in Collections: | Research Projects | |
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