Delhi Metro Rail Corporation
V. G. Narayanan
Harvard Business School
affiliation not provided to SSRN
April 27, 2012
Harvard Business School Accounting & Management Unit Case No. 112-013
In 2009, the Delhi Metro Rail Corporation, the organization tasked with building a Mass Transit System for India's capital city Delhi, witnessed the biggest crisis in its history. A bridge under construction collapsed killing six people and injuring 15 more. Despite its history of meeting deadlines and working with allocated costs, the Corporation came under a lot of public censure. There was immense pressure on the Corporation to suspend its engineers and fire the construction contractor. On the other hand, it had to meet the deadline of operationalizing the second phase of the Metro Network by October 2010 in time for the the XIXth Commonwealth Games. The case focuses on the challenges that the Managing Director Dr. E. Sreedharan faced as the crisis unfolded. It examines the Corporation's unique structure and management ethic that had so far enabled it to function within timeline and costs.
Learning Objective: To teach leadership and project management in the Advanced Management Program.
working papers series
Date posted: June 5, 2012
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