CHANGE MANAGEMENT

April 19, 2009 By: Aarti, Heather, Kanchan, Manju and Meryl
 A CORORATE CASE STUDY

 An MNC, largely based out of the United States with

operations in over 80 countries.
 All staff operating at Head Quarters
 As long as the Company’s business was about US$1bn a
year, it could be well managed, due to a huge jump in
turnover (approx 10 times) there was a need to
implement a change.

This was the issue that triggered the change

What kind of a change would one implement?
 OBJECTIVES FOR THE
CHANGE
Retain the Essential Values, Mission, etc of the
organization without disrupting the existing
business
End goal was to have a large team across the globe
comprising of professional and support staff,
having the necessary communication and support
functions to manage this complex and long term
change.
IMPLEMENTING THIS CHANGE

DecentralizeStaff / Client Centric

- Being close to clients
- Relocating key staff – culture carriers
Organizational Structure
- Reporting Requirements
Improve Communication
- Multiple time zones
- Strong Networks
IMPLEMENTING THIS CHANGE

Training Needs
- Different Trainings, regional and global level

Support functions
- Different Support functions
- Enhance Skills
- Travel to Field Office for knowledge sharing
 CHALLENGES FACED

Level of pace of Evolution and Growth

- Efficiency Levels
Key people picked and shifted to the slower
offices
- Rapid improvement
Culture mix / clashes
- Culture clash
Working in a virtual team
- Team spread out across the globe
 CHALLENGES FACED
FinancialInvestment
- Communication
Knowledge Management
- Continuous Improvement
Recruitment of local staff in large nos.
- Possibility of hiring international
- Replicating business procedures
 ACHIEVEMENTS
 Business grown to about 7-8 times
- As intended
 Global set up leading to resource utilization
- Flexibility
 Separate Communications department
- Intranet

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THANK YOU