In June 2012, an Indian conglomerate recognized internationally for its sustainability initiatives, ITC Limited, was deliberating on the best way to use its model of inclusive rise in growth to a new initiative in dairy farming. Known for expertise in creating new innovative business models, ITC had developed shared worth for investors, companies and societies by leveraging synergies across companies.
However, the expertise demanded in dairy farming was unexplored, logistical issues loomed big and also too little clarity encompassed the dairy development's integration with present ITC businesses. Due to the complexities involved in diversifying and growing to another sector, the chairman and his leadership team of ITC wondered whether they could once more create common value. Author Vidhi Chaudhri is affiliated with Erasmus University Rotterdam and Asha Kaul is affiliated with Indian Institute of Management, Ahmedabad.
Publication Date: June 20, 2013 Product #: W13249-PDF-ENG
This is just an excerpt. This case is about Leadership & Managing People
- Leadership & Managing People
Related Case Solutions & Analyses:
Employee Relation
Flawed by design: Why Penn State’s recent governance reforms won’t work and what should be done instead
San Francisco, 2015 #tech #inequality
How To Record a Macro in Excel
Introduction to Building Blocks of Excel VBA and Real-Time Macro Recording
Platmin Mining: Managing Your Stakeholders in Developing Economies
When Is It Legal to Lie in Negotiations?
Zurich Insurance: Fostering Key People Management Practices
Innovating at Arauco: Chile’s Largest Forestry Company
Vitalia Franchise (B): Vitalia Brasil
