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  • Change:: Tobeor Not To Be

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    Change management is the process of developing a planned approach to change in an organization. It is needed to succeed long-term, provide learning, and adapt to environmental factors and reduce conflicts. The case examines differences between two directors, Parthiv and Kevin, at Mebrisk India. Parthiv implemented a "System Revamp" plan over Kevin's opposition. Arguments were made that change was necessary due to IT advances, need for employee development, and strategic direction. While conflicts exist over new approaches, organizations must adapt to a changing environment through continuous improvement.

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    Based on Case - Mebrisk India Book - Bhupen Srivastava

    Original Title

    Change Management

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    Change management is the process of developing a planned approach to change in an organization. It is needed to succeed long-term, provide learning, and adapt to environmental factors and reduce conflicts. The case examines differences between two directors, Parthiv and Kevin, at Mebrisk India. Parthiv implemented a "System Revamp" plan over Kevin's opposition. Arguments were made that change was necessary due to IT advances, need for employee development, and strategic direction. While conflicts exist over new approaches, organizations must adapt to a changing environment through continuous improvement.

    Copyright:

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    Download as PPTX, PDF, TXT or read online from Scribd
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    30 views9 pages

    Change:: Tobeor Not To Be

    Uploaded by

    swatigupta88
    Change management is the process of developing a planned approach to change in an organization. It is needed to succeed long-term, provide learning, and adapt to environmental factors and reduce conflicts. The case examines differences between two directors, Parthiv and Kevin, at Mebrisk India. Parthiv implemented a "System Revamp" plan over Kevin's opposition. Arguments were made that change was necessary due to IT advances, need for employee development, and strategic direction. While conflicts exist over new approaches, organizations must adapt to a changing environment through continuous improvement.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    of 9

    CHANGE: to be or

    not to be

    By
    Samreen Farooqui
    Swati Gupta
    CHANGE

    Change Management
    is the process of developing a planned approach
    to
    change in an organization.
    Need for Change

    • To succeed in the long run

    • Provides a mode of learning to employees and overall staff

    • Environmental factors

    • To reduce Conflicts
    Case analysis
    • Mebrisk India, deals in fast & slow moving consumer goods

    • Change management due to difference of opinion of two


    subsequent directors Parthiv & Kevin
    • Parthiv was commercially driven but Kevin not only opposed his
    opinion but also his system "plan revamp”
    • Kevin questioned Sr.Executive Adip Arya; the authenticity of ‘System
    Revamp’
    • Adip was puzzled and General Operations manager Hemant came to
    his rescue
    • Overall, case reflects that change was required
    Key Issues
    • Before ‘System Revamp’, working of whole organization was highly
    disorganized
    • But after the system was introduced, Parthiv asked for a paradigm shift
    & first thing was to connect everybody therefore implemented V-Sat
    Connection
    • Zonal Stock Points(ZSP’s) were set up to reduce the transportation cost
    • Some other objectives were also achieved like Zero WC.
    Implementation of Just-In-Time (JIT) strategy
    • Plan was successfully executed and all the employees

    appreciated the desired results


    • But when Parthiv left, new director Kevin dismantled everything
    • Kevin’s opinion about the “System Revamp”
     Zonal Stock Points(ZSP’s) occupying additional space and moreover
    incurring extra cost
     Production planning should be given back to factory
     Working Capital savings are illusionary

    • Overall, the system on which huge investment was incurred: is


    pointless
    Arguments to justify ‘System Revamp’
    • Manager Hemant revealed some points -
    → IT Revolution had occurred in Mebrisk

    → Without Plan Revamp, a generation of people would have moved on


    with no learning
    → Even it would have created serious losses to strategic working of
    company
    → Step by step changes are required to decide the direction in which you
    want to grow
    Conclusion
    • Case is all about conflicts in opinion of two successive
    directors
    • Virtual inertia of change existed in co.; required to be
    removed
    • One has to jump in the tide: staying on bank won’t help
    • Since environment is never static; change in system is
    required
    Thank You

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