Search results

Business transformation processes, change management and business strategy.

The case can be used to study business transformation processes and would be relevant for courses on change management and business strategy. It shouldbe studied in the context of behavioral and organizational challenges in implementing an organization-wide change. The case is targeted at MBA students and/or executive participants with professional experience who would be able to link the learningto corporate experience. It can be used for courses on organizational change, business strategy, and change management.

The case, set in India in the year 2011, is positioned in the business consulting domain, and provides insight into managing change from the perspective of a consulting partner. The case discusses challenges and presents processes followed by Wipro Consulting Services (WCS) in conducting an integrated business transformation exercise at Brigade Enterprises Ltd (BEL), a leading firm in India's real estate sector. The BEL engagement had busted the myth that an integrated business transformation could not be conducted in an unorganized sector, and resulted in savings of overUSD 2 million for BEL. The case traces the journey of WCS into business transformation consulting, outlines the solution framework proposed by WCS, and discusses the decisive nature of the Brigade project for WCS' growth trajectory.

The case has been written with the following objectives, to: familiarize students with the processes and phases of a business transformation project; examine transformation barriers and challenges from a consultant perspective; and providestudents an appreciation of the complexities and challenges, decisional criteria and parameters of a large-scale, integrated business transformation exercise.

Teaching notes are available; please consult your librarian for access.

Guided by the growing importance of social-mediated organisational communication, this study examines how communication professionals within healthcare organisations perceive and respond to the reputation impacts of social media on the organisation’s reputation. Although the healthcare sector finds itself in the midst of a (continually) transforming landscape characterised by large amounts of digital health (mis)information and an empowered “patient-as-consumer”, little is known about how professionals in this sector understand the changes and respond to them. Moreover, much extant scholarship on the topic is published in specialised health or medical journals and does not explicitly address the communication implications for healthcare organisations.

In-depth semi-structured interviews were conducted with communication professionals responsible for social media across eight hospitals in the Netherlands. The sample included two participants working as communication consultants/social media advisors for healthcare organisations. In all, 15 interviews were conducted.

Building on interviewee perspectives, the authors advance the CARE (Control, Access(ability), Responsive(ness) and Engagement) model of social-mediated communication, highlighting the dualistic characteristics of each dimension. This model is built upon a careful analysis of healthcare professional responses. In an always-on environment, understanding and managing the tensions within the authors’ model may be decisive to the reputation implications of social media use.

Understanding the tensions within each dimension lends a more nuanced perspective on the potential impact(s) of social media as experienced by professionals in the field. In shifting away from a binary, either/or approach, the paper contributes to explicating the complexities of a pervasive phenomenon (i.e. social-mediated communication) and its multifaceted impacts on the healthcare sector.

Defending their employer on LinkedIn or attacking their organization on Twitter: a ubiquitous social-mediated environment allows employees of crisis-stricken organizations to reach out to a mass audience with only a few keystrokes. But is such employee social-mediated crisis communication an opportunity or a threat to their organizations? By developing the perspective of employees in contrast to consumers, the purpose of this paper is to investigate the impact of employee social-mediated crisis communication on organizational reputation.

An online survey experiment was conducted among 386 participants constituting the publics of an organization.

The findings demonstrate the importance of moderating effects of message framing (advocacy vs adversary) and medium (blog vs microblog). They show that in comparison to consumers, employees attacking their organization on social media, particularly via media such as blog, cause disproportionally more damage to organizational reputation.

While the significant effects of employees’ adversary message might make them a threat for organizations, it is argued that the fact that employees are equally as effective as advocates for their organizations as consumers also constitutes an opportunity.

Organizations need to be cognizant of the threats posed by employees’ crisis communication as well as aim to reap opportunities offered by these credible communicators by considering strategies such as authentically integrating employees in the official crisis communication response.

By comparing the role of the two groups of stakeholders (employees vs consumers) in crisis communication, the study contributes to an important audience-centered perspective.

On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the company tried to douse the 200-foot high flame but failed to do so. Finally, on Day 173, Oil India Ltd succeeded in capping the well. Biswajit Roy, Director (Human Resources and Business Development), was tasked with investigating the nature and cause of the crisis. Roy pondered on the nature of the crisis: Had it been purely technical or stakeholder-induced? What had led to the chaotic condition? Could things have been done differently?

Incorporated on February 18, 1959, Oil India Ltd. (OIL) was a leading public sector oil and gas company involved in the exploration, development, production and transportation of crude oil and natural gas in India. Since its inception, OIL had committed itself to being a socially responsible organisation in and around operational areas, particularly the north-eastern state of Assam where 90% of company operations were concentrated. Despite many successes, the “People's Company” continued to be a target for disgruntled local and student communities who frequently created operational hazards for the firm—from sit-ins and blockades to pilfering and disrupting production facilities. No less than 400 organisations, of which 50-60 had been consistently active, were currently in the forefront of demanding something from OIL. Many of these demands were beyond the purview of OIL's CSR policy and focus areas. Additionally, being a Public Sector Undertaking (PSU), OIL also faced multiple demands from the government. On February 16, 2019, news arrived that there was yet another blockade in Duliajan, Assam. What should OIL do to address and possibly mitigate operational interruptions?

After a tumultuous five months, Nestle India was exonerated in the Maggi crisis just in time for Diwali. Although the mood was one of vindication, the leadership team with Suresh Narayanan at the helm, knew they faced a major challenge to regain lost glory. Stock price had plummeted along with consumer confidence which went down from over 90 to less than 5 per cent. Part B traces the efforts of Nestle India to not only reinforce the message of product quality but also to engage consumer trust. Through changes in product strategy, organizational structure, and multi-pronged communication, Maggi was able to rekindle the emotional connect with the consumer and surge back. On 30 November 2019 despite loss of market share, consumer faith and trust in 2015, Nestlé India was trading at INR 14,453/55 (NSE/BSE;~US$225) per share after hitting a record low of INR 4981 (~US$76) on 29 February 2016. Part B of the case outlines the measures Nestle India took to bounce back and asks if Nestle India's reputation out of the woods. Could the past come back to haunt Maggi or was the worst behind them? 1. Evaluate communication strategies available to organizations in a crisis situation. 2. Analyse the power and influence of consumer sentiment in reputation management.

The case explicates a situation wherein an international flight from Newark to Ahmedabad, with a stopover in Mumbai, is delayed during the final leg of its journey between Mumbai and Ahmedabad. The situation is further exacerbated by the fact that all international and domestic passengers are already on board when they face this five-hour delay. The case provides a rich context to discuss issues related to difficult communication and persuasion during crisis. The captain communicates with the passengers, through a series of announcements, with updates on the situation. He attempts to manage the escalating tension within the airplane and does succeed to a certain level. The case highlights the significance of timely and well-crafted messages during crisis situations. It also illuminates how the use of rhetorical strategies influence customer perception of credibility and at times, shift attribution of blame.

LTMRHL launched its Brand Ambassador campaign in Hyderabad on January 8, 2013 to bring about awareness and dispel negativity about the Metro Rail project. A two-year review in 2015 revealed that although many of the initial problems had been overcome, and negativity considerably reduced, the campaign had only achieved partial success. Based on the review, a decision had to be taken to continue or abandon the campaign after the scheduled commercial operations in July 2017. Will the current strategy be the gateway to success post commercial operations, mulled Sanjay Kapoor, General Manager & Head Corporate Communications (LTMRHL).