RaagaReboot: scaling sacred music in India’s digital economy

Learning outcomes After completing the case preparation and participating in the classroom discussion, learners will be able to: Case overview/synopsis This teaching case examines the strategic and ethical challenges faced by RaagaReboot Technologies Pvt. Ltd., a Bengaluru-based cultural media startup navigating the high-stakes intersection of digital innovation and traditional heritage. Founded in late 2023, the startup set out to revitalize interest in regional devotional content among India’s massive Gen Z demographic by adapting traditional musical forms into bite-sized, algorithm-friendly audio-visual experiences for platforms like Instagram Reels, YouTube Shorts, Spotify and JioSaavn. The tension centres on the company’s reinterpretation of Daasa Sahitya, a highly revered devotional literary-musical tradition originating from Karnataka’s Haridasa movement. By layer-packing centuries-old classical compositions with contemporary lo-fi soundscapes, EDM percussion and modern animations, RaagaReboot generated rapid digital virality. However, this growth triggered a severe cultural backlash. A coalition of classical musicians, temple trustees, and cultural scholars formally accused the firm of stripping sacred compositions of their ritual sanctity, melodic (raga) integrity and philosophical depth for the sake of platform monetization. The narrative reaches a critical juncture in August 2026. Founder and CEO Aarav Kulkarni faces a high-pressure boardroom dilemma: he has less than 24 h to secure a crucial ₹2.5 crore seed funding round from a digital entertainment investor. The investor is highly drawn to the platform’s exceptional user metrics but has explicitly conditioned the capital injection on the company’s ability to demonstrate scalable growth without sustained public controversy. Aarav must make a definitive choice: Will he build a disruptive digital media empire at the cost of alienating his own cultural community, or protect the sacred traditions and risk losing the very investors needed to keep his startup alive? Ultimately, this case serves as a live testing ground for postgraduate and executive learners to debate stakeholder salience, the economic power of platform algorithms and the structural design of responsible innovation in highly sensitive market environments. Complexity academic level This teaching case is explicitly designed for postgraduate, Master of Business Administration (MBA), and executive education learners operating within emerging market contexts. Given the complex intersection of digital platform economics, cultural commercialization and stakeholder conflict, the case requires mature analytical capabilities and is not intended for introductory undergraduate levels. The case is uniquely positioned for classroom discussion environments that emphasize strategic decision-making under conditions of ethical ambiguity and rapid technological disruption. Subject code CSS 11: Strategy.