Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

Anu Singh Lather,Shilpa Jain,Yogesh Verma

doi:10.1108/xjm-08-2020-0085

Abstract

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

Highlights

Since Lewin’s tryst with change management in the late 1940s, much has evolved about the subject which is implemented rigorously in organizations with huge investments
A change process can be called successful if, at the end of the process, the organization undergoing change has improved for good, is making a profit, has increased productivity and at least has sustained in the future
The present study provides curious learners with an opportunity to understand how this organization went through the transformational change process

Summary

Introduction

Since Lewin’s tryst with change management in the late 1940s, much has evolved about the subject which is implemented rigorously in organizations with huge investments. In addition to the above, several other initiatives were planned out in parallel by the transformation core team These included as follows: selecting, designing and launching a pilot project, communicating the diagnostic and planned change programme across the organization, and setting up task forces in each major functional area to develop new structures, processes and performance measures. The asset team was given single point responsibility for performance improvement of the field by using multi-disciplinary team-work and ensuring transparent interactions with service groups in the region The experience of this pilot-team showed that while the change in the company will be slow due to ingrained mind-sets and archaic procedures, very encouraging results can be achieved with the existing people if the new organization is implemented.

12. Identity and

12.1 Points to ponder