MM Exports: seizing newer opportunities through corporate entrepreneurship

Learning outcomes Through a discussion of the case, the students will be able to define corporate entrepreneurship and explain the five important determinants of an environment conducive to corporate entrepreneurship at MM Exports; critically analyze the internal environment to assess the MM exports readiness numerically for implementing democratized corporate entrepreneurship with the R&D Team; explain different types of innovations; and define and classify organizations into one of the corporate entrepreneurship models. (opportunist, enabler, advocate, producer) Case overview/synopsis On March 9, 2025, Yogesh Mohta (Mohta), the founder of Mohta & Mundada Exports (MM Exports), a textile trading business, sat in his office in Ichalkaranji [1]. Mohta was reflecting on the challenges his business has faced and the incremental gains made by implementing innovations through ad hoc corporate entrepreneurship (CE). Mohta had implemented a few innovative ideas and solutions related to the inability to calculate the cost of orders, payment cycle delays, delay in receipt of residual inventory and time wastage by staff. This led to increased efficiency, profitability and accountability. To stay ahead of the competition and ensure MM Exports’ long-term success, Mohta was committed to widening the scope of corporate entrepreneurship from ad-hoc, incremental, innovative solutions to seizing new business opportunities by creating a culture of democratized corporate entrepreneurship that appreciates and promotes creativity, problem-solving and innovation for employees across the organization. For this reason, Mohta thought of emphasizing R&D by hiring a fresh R&D team. Mohta grappled with issues such as determining which corporate entrepreneurship model to use with the new R&D team. With limited resources, is MM Exports prepared for corporate entrepreneurship? Mohta wondered about a way to check the readiness of MM exports for implementing the democratized corporate entrepreneurship approach. The case offers an opportunity for the participants to study and analyze the existing structure processes at MM Exports and ideate and recommend a mechanism to continue corporate entrepreneurship at MM Exports. Mohta’s lack of experience in companywide corporate entrepreneurship provides an exciting context for the case discussion. Complexity academic level This case is suitable to be used in a post-graduate class on corporate entrepreneurship or innovation management, as it delineates the challenges faced by MM Exports, a company operating in the Indian textile industry while widening the scope of corporate entrepreneurship culture from ad-hoc incremental innovations to seizing newer business opportunities. The case can also be used in a management development program (MDP) for Small and Medium Enterprise owners on corporate entrepreneurship or innovation management. The case is useful as it allows learning related to analyzing the readiness of the organization for corporate entrepreneurship; selecting the corporate entrepreneurship models and related execution challenges faced by organizations. The case covers multiple perspectives related to introducing corporate entrepreneurship dimensions, measuring organization readiness for corporate entrepreneurship [using Corporate Entrepreneurship Assessment Instrument (CEAI)], explaining different types of innovations, and is perfect for teaching the corporate entrepreneurship model in executive education programs as well. Supplementary material Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.