Learning outcomes Case overview/synopsis NeoMotion was a startup in the AT industry, founded in India in 2016 by an Indian Institute of Technology (IIT) Madras alumnus Swostik Dash, who serves as its CEO. The company designed and manufactured personalized mobility devices for persons with disabilities, including its flagship innovations – NeoFly, a customized wheelchair for ergonomic indoor mobility and NeoBolt, a motorized outdoor clip-on device. Between 2020 and 2022, NeoMotion grew steadily, reaching over 4, 000 users and generating 0. 55m in revenue. Its direct-to-consumer model, along with partnerships through government and corporate CSR initiatives, helped it establish market credibility. However, by 2024, the CEO faced a pressing dilemma: how to scale operations nationally and internationally while maintaining affordability, customization and social impact. This dilemma sat at the heart of the case. Set in India, the case spanned the period from NeoMotion’s founding to late 2024 and was intended for graduate-level management students. It was best suited for courses on inclusive innovation strategy, stakeholder management and social entrepreneurship in emerging markets, particularly in contexts involving SDGs and ATs. Complexity academic level This case study was specifically tailored for graduate and postgraduate students, offering a comprehensive look at how innovation and entrepreneurship could address societal challenges. It provided valuable insights into the development and implementation of AT, emphasizing its impact on inclusivity and quality of life for persons with disabilities. Supplementary material Teaching notes are available for educators only. Subject code CSS11: Strategy.
Riyas et al. (Wed,) studied this question.
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