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TELCO is the leading manufacturer of commercial vehicles (trucks) in India. In 1998, TELCO succeeded in manufacturing a small car of international standards without financial or technological collaboration with any leading foreign car manufacturer. This case deals with TELCO's success in its small car project and the challenges that lie ahead. It highlights the role played by creative resource leverage in the success of firms from developing countries in a global environment.

This case deals with a medium-sized engineering company's experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy. Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company.

With the advent of e-commerce, India is witnessing a metamorphosis in the way business is done. With an upward trajectory, Indian e-commerce industry is poised to become the second largest market in the world by 2034. All thanks to its steady growth rate. Driving this ascent is the predominantly younger demographic profile of India, increased internet penetration and relatively better economic performance of the country, ably aided by various government policies pertaining to FDI (Foreign Direct Investment) in this sector. With this rapid change in the nature of business, the aspirations and expectations of the employees are also going through a transformation, necessitating a differential approach to be adopted by the e-commerce organization as far as their HR policies and practices are concerned, calling for more agile, quirky and especially out-of-the-box measures to live up to the pace of the disruption laden environs of the e-commerce industry. Owing to its round-the-clock functioning 365 days a year, e-commerce industry has had to rethink almost all the aspects of human resources management; right from talent acquisition, development, management to retention. Automation of HR processes, gamification of various processes contributing to higher engagement and enhanced employee experience and complete digitization of HRM have found ready acceptance within the industry. Most importantly, apart from the paradigm shift in terms of process and practices, there has been a noticeable transformation in the thought process in the e-commerce industry. Which in-turn has aided the transformation of HRM in the industry.

India is a land of diversity, where diverse cultures, religions, languages and ethnicities have increasingly driven innovation and creativity, giving a boost to the development of small- and medium-sized enterprises (SMEs) in the country. Given that 70% of India’s rural population still primarily depends on agriculture for their livelihood and most of the population lives in villages and Tier 1 and Tier 2 cities, SMEs in these areas have been playing a pivotal role in the inclusive growth of the Indian economy since independence. From cottage industries to the Internet of Things (IoT) and smart technologies or large manufacturing industries, SMEs account for the majority of enterprises worldwide, contributing two-thirds of employment opportunities. Studies conducted in the past show that SMEs have constantly been confronted with various challenges, such as lack of timely access to credit facilities, shortage of manpower and skills, and adoption of new technologies. The outbreak of the COVID-19 crisis in the past few years has crippled their regular activities. However, the crisis has fundamentally changed not only the mindsets, perceptions, and the way businesses, SMEs, organizations, institutions, and individuals operate but also given an opportunity amid the crisis to be more resilient and embrace the digital platforms to survive and eventually achieve success. The aim of this chapter is to identify the future prospects of SMEs through thriving digitization while proposing a framework with a new managerial mindset as a strong force of SME specificities. It also focuses on policy intervention to optimize businesses in order to achieve sustainable economic growth.

This chapter is divided into three main parts. The first part focuses on defining and explaining the purpose of SMEs in India, wherein the significant benefits of digitization as a strategy for driving improved performance and productivity of SMEs are explained. The second part deals with describing the challenges and struggles of Indian SMEs from a managerial perspective while focusing on the new mindset of SME managers and owners toward the organic development of their businesses. The third and most crucial part examines policy interventions and support for SMEs and a new entrepreneurial mindset, and it suggests a model for inclusive growth in an economy.