HRIS Case Study – Strategic Leadership India -LLC
Maruti Suzuki Case Study - Research Paper
A company that specializes in software for the hospitality market, which was affected by the lockdown. The crisis has served as a catalyst for processes that began long before lockdown: companies that have not undergone digital transformation have to undertake it right now. To restore agility and to increase the declining growth, the company actively recruited new employees and acquired organizations—younger entrants to the market. The ultimate goal was to complete the digital transformation and shorten time to market for new solutions. With extra pressure from pandemics and the enforced transition of all operations online, the management had to act fast.
Response by Taj employees to 26/11 a case study at Harvard
The green building industry has demonstrated in recent years that there is a business case for buildings that benefit people and planet. However, it is truly stimulating for our industry to investigate the success of a building that has incorporated the core principles of green, healthy buildings in a unit that has been operational for decades. We need examples to show the how-to of healthy retrofit of our existing building stock, and the Paharpur Business Centre offers a promising insight into this area of increasing industry importance. The certification scheme covers the traditional core concepts of health and wellbeing including: indoor air and water quality, occupant comfort and consideration of fitness and nutrition. However, one of the unique elements of the new certification is their culturally grounded perspective on wellbeing.
Stay up-to-date with the latest Coronavirus news: Sign up for daily news alerts. Anticipating government restrictions and an imminent lockdown, the electrical goods company where Suketu Shah works as a senior manager bought laptops in bulk. With more than 3, employees, Shah says the company wanted to ensure staff could continue to work from home when the lockdown took effect. Shah says they have structured the day into two equal parts, with the first part of the day focused on conferences calls and discussions, while staff use the second half of the day to execute plans. It just helps to stay connected.