Training for trouble? Rethinking cross-functional training

Learning outcomes

Case overview/synopsis

Isle Construction Ltd. (ICL) had been a well-known player in the Indian real estate market for more than 40 years. It started its operations in Delhi in the year 1980. Its primary goal was to build residential and commercial buildings that satisfy clients and fulfil international standards. The company placed a strong emphasis on quality and excellence, having produced over 12 projects in the last three years, and had planned to deliver over 7 more in the next two years, all over the country. On a November evening of 2023, a team of executives from the company gathered in a high-tech conference room. The clock struck 6:00 p.m., and the room was buzzing with a mix of anticipation and anxiety. The project manager had just received a disturbing update about the company’s cross-functional training initiatives over the past few years. With the success of their latest projects hanging in the balance, the team needed to address emerging issues that threatened to undermine the progress they had hoped to achieve through these training programs. As the head of the team, the senior vice-president of operations, Atul Rajwanshi, had to make a call to address these warning signs and sail through the concerns.

Complexity academic level

The case study is suitable for management students at the undergraduate and postgraduate levels.

Subject code

CSS6: Human Resource Management.