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StrataGem Consultants: Different Strokes for Different Folks

CASELET, ORGANIZATIONAL BEHAVIOR
IIM Kozhikode, 4 Pages
AUTHOR(S) : Priya Nair Rajeev, Assistant Professor, IIM Kozhikode and Jatin Pandey, Assistant Professor, IIM Kozhikode

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StrataGem Consultants: Different Strokes for Different Folks

Dr. Singh (Singh) sat in his office sipping a cup of freshly brewed filter coffee, thinking over whether to bid for the consultancy proposal floated by the Government of Kerala on the electronic waste collection, disposal and management as it was posing a public health problem in the state.

Singh was the Senior Associate, aspiring to become the partner of StrataGem in a year. This project could be the beginning of a long and value-adding engagement with senior Government officials and had possibilities of opening up doors to other Government projects, as many projects came through prior experience in handling the Government system. Having mainly worked on private assignments, this project could be a major step ahead for his firm in terms of revenue as well as gathering the experience that would make it possible to qualify for similar projects floated by other state governments. Personally, if successful, this project could bring him one step closer to the coveted position of partner in the firm.

About StrataGem

Founded in 1967, StrataGem entered India in 2000 with a modest office in Mumbai. It positioned itself as a niche provider of research and consultancy in the sustainability sector. The Companies Act 2013 in the form of Section 135 opened the floodgates of consulting projects from private firms who now had been mandated to invest 2% of their net profits in sustainability projects. Having handled several of them well, the firm had gained an undeniably firm footing in the sustainability space.............

The Project Challenge

Singh logged into his email and downloaded the proforma for the Government project. He could not help but recall his discussions with colleagues from other consulting firms who had worked on Government projects. They had hinted to him that the energy of the team members was the main driver of such projects as the lowest bidder won the project and payments were very slow to come by.........

The Team

Opening the SAP employee details page, Singh began to shortlist Consultants who can be deployed to the new team. Every project team at StrataGem had two levels of engagement by Consultants. The project was usually headed by a Consultant who would be the project lead and two functional experts who would be secondary members. This arrangement made it possible for Consultants to work on multiple projects, each of which required their expertise intermittently. They were ably assisted by a team of RAs who were local hires and ensured good connect with local stakeholders.

Though mostly the Consultants spoke and coordinated with the client, the RAs were the foot soldiers who did most of the groundwork. Hiring bright and smart RAs from leading technical universities was one of the most critical tasks to be completed early on. Singh worked out the number of Consultants and RAs he would need on the project and proceeded to pick out the one who would lead the project as well as Consultants who would be secondary members..........

Assignment Questions

I. Should Dr. Singh bid for the proposal? Why and why not?

II.......

Teaching Note Preview

StrataGem Consultants: Different Strokes for Different Folks

Synopsis

Founded in 1967 in UK, StrataGem entered India in 2000 with a modest office in Mumbai. It positioned itself as a niche provider of research and consultancy in the sustainability sector. Dr. Singh, a senior associate has been in the know of a Government project on the electronic waste collection, disposal and management as it was posing a public health problem in the state. He has to take a series of decisions on whether to bid for the project, who to include in the project team and how to manage them.

Drawing from the contingency theories of leadership, the case illustrates how and why leaders need to modify their style to meet situational demands. Specifically, teamwork requires individual idiosyncrasies to be managed for achieving success. The case also brings out the constraints under which leaders need to operate and deliver successful outcomes.

Prerequisite Conceptual Reading

Robbins, Judge and Vohra, “Leadership”, Organizational Behavior, Pearson, (2012) pages 393-429. ISBN-10: 9332500339 ISBN-13: 978-9332500334

Case Positioning and Setting

This case study can be used for either of the following courses in MBA or Executive MBA programs:

• Organizational Behavior
• Leadership
• Team work
• Project Management
• General Management

Assignment Questions

I. Should Dr. Singh bid for the proposal? Why and why not?
II................

Exhibits

Exhibit (TN)-I: Classroom Discussion Dashboard

Exhibit (TN)-II: Pros and Cons of Bidding the Government Project

Exhibit (TN)-III: Role and Expected Value Addition of Proposed Team Members

Exhibit (TN)-IV: Readiness of Proposed Team Members

Exhibit (TN)-V: Situational Leadership Applicability

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Abstract

Founded in 1967, StrataGem entered India in 2000 with a modest office in Mumbai. It positioned itself as a niche provider of research and consultancy in the sustainability sector. Dr. Singh, a senior associate has been in the know of a Government project on electronic waste collection, disposal and management as it was posing a public health problem in the state. He has to take a series of decisions on whether to bid for the project, who to include in the project team and how to manage them.

Drawing from the contingency theories of leadership, the case illustrates how and why leaders need to modify their style to meet situational demands. Specifically, teamwork requires individual idiosyncrasies to be managed for achieving success of the project. The case also brings out the constraints under which leaders need to operate and deliver a successful outcome.



Pedagogical Objectives

The case addresses the following objectives:

  • To introduce participants to the concept of situational leadership, especially in case of project teams
  • To understand why and how decisions need to be taken under constraints
  • To understand how to manage individual idiosyncrasies and differing capabilities to successfully execute a project

Case Positioning and Setting

This case study can be used for either of the following courses in MBA or Executive MBA programs:

  • Organizational Behavior
  • Leadership
  • Team work
  • Project Management
  • General Management



This Case Pack Includes:
- Abstract
- Caselet
- Teaching Note (**ONLY for Academicians)
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