Interview with Raju Hirani
IIMB Management Review (2010) 22, 165e172 available at www.sciencedirect.com IIMB INDIAN INSTITUTE OF MANAGEMENT journal homepage: www.elsevier.com/locate/iimb BANGALORE INTERVIEW Creating a successful cultural product: Interview with Raju Hirani J. Ramachandran a,*, Sourav Mukherji b,1 a Corporate Strategy & Policy Area, Indian Institute of Management Bangalore, Bannerghatta Road, 560 076 Bangalore, India b Organization Behaviour and Human Resource Management Area, Indian Institute of Management Bangalore, India Abstract In seeking to track the elusive causes of the success of cultural goods, where crea- tivity is the key to competitive advantage and managers have to balance the creative, market and organisational dimensions, J. Ramachandran and Sourav Mukherjee spoke to Raju Hirani, the director of three blockbuster Hindi movies, to understand the personal journey of this maker of ‘entertainment products’, and how he juggles the challenges of following his creative urges, co-ordinating a film production team consisting of people with varied skills and differing aesthetic values, and the business aspects of budgeting and estimating returns in an uncertain market. Context of interview unprecedented success rate of 100%. An overarching concern of the discipline of Management is to distinguish Raju Hirani is the director of three blockbuster Hindi successes from failures and then investigate the causes moviesdMunnabhai MBBS, Lage Raho Munnabhai and 3 behind such successes and failures. If one is able to explain Idiots. In an industry where average success rates, be it in why organisation A is more profitable than organisation B, India or worldwide, are rarely more than 10%, Hirani has an why product X has greater market share than product Y or what kind of incentives make an employee come up with more innovative ideas than another, practising managers can make informed choices.
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