1. P R O J E C T O N M A N A G E M E N T O F C H A N G E
The Godrej Group
Group:
Abhishek Soni: 01
Akanksha Bansal: 02
Ankit Dalal: 04
Astha Bishnoi: 13
Deeksha Uniyal: 19
Nikhil Sharma: 35
Nirankar Singh Royal: 36
Swimmi Alaska: 55
2. The Godrej Group
Established in 1987
Key Strenghts
Brand name
National presence
People
Relationships
5. ACTION ORIENTED CHANGES
CORPORATE RESTRUCTURING
Pruned Agrovet's retail play
Embraced globalisation in its truest sense(Malaysia,Indonesia,Vietnam)
Aadhar was sold to the Future Group
EMPOWERMENT OF THE ACQUIRED COMPANIES-
They try to preserve their empowerment and decision-making processes as much as
possible
They know that controlling doesn’t work too well, so they try to ensure that some of
the disadvantages the larger multinationals have don’t creep into our operations
6. PEOPLE ORIENTED CHANGES
OPENING COMMUNICATION CHANNELS
CHOOSING CEO FROM OUTSIDE
FOCUS ON ETHICS ON VALUES
PARIVARTAN
ECONOMIC VALUE ADDED (EVA)
TRAINING
8. TECHNOLOGY CHANGES
They were among the first in India to introduce enterprise resource
planning (ERP) systems
Connecting everyone using their IT infrastructure
Established strong connectivity with our distributors (project
Sampark) and suppliers (project Sahyog)
9. STRATEGY CHANGES
'3 BY 3' MATRIX STRATEGY
Three continents (Asia, Africa and South America)
Three categories: Hair care, home care (including insecticides) and
personal wash.
Establish connect with the customer
GLOBALIZATION
Expansion via acquisitions
INNOVATION
Implementation of kaizen
10. PHILANTHORY
Green-Business campus in the Vikhroli township of Mumbai
Established many Trusts and Foundations
Phirozshah Nagar-township for its own employees
11. Implementation Of TQM
Implementation using Kotter’s 8 step change model:
Stages Steps Undertaken
Creating a sense of Urgency TQM awareness workshops
Forming a guiding coalition
1.Train-the-Trainer to create a pool of 60
trainers
2. Task forces to monitor
Creating a Vision
Visioning exercises to develop shared
values
Communicating the Vision Formal announcement by the management
12. Implementation Of TQM
Empowering others to act on the
new vision
1. Freedom to conduct improvements
2. No comments during monthly meetings
3. Feedback on scale of 0-100
4. Recognition but no monetary awards
Planning and Creating Short term
wins
Reduction in changeover time and
inventory levels
Consolidating Improvements and
Producing More change
1. TQM awareness workshops for
Suppliers and Distributors
2. Adoption of CMIE Business Excellence
Model
3. Sig sigma initiated
Institutionalizing new approaches Audits to align TQM with business strategy
13. Adi Godrej
Chairman of Godrej Group
Changed the structure post 1991
Shift from Bureaucratic to decentralized structure
Non Family CEO’s for group companies
Godrej’s Focus was opportunity for all
Bottom of Pyramid Products
14. Leadership
According to Adi Godrej Leadership should
About taking tough decisions in difficult times
Owe an explanation for his decision
Have a clear vision
Have Wisdom, even if is not the most intelligent
Should Think Future backwards
15. Leadership Style
Transformational Leadership
Had became Less Autocratic
To be a better listener
A Man of simple Stature
Connection with People
Emotional Connect
Social Responsibility
Green Emphasis
Delegating Authority
16. Leadership Style( Contd..)
Eliminating Unnecessary Control
A Statesman
Detached Decision Maker
Talent Developer
Selecting Entrepreneurial Leaders
Encouraging Out of box thinkers
Employees should be committed to values
Focus on Devotion
17. LEARNINGS
Transformation requires tough decisions and strong
determination from the leader
There should be clear plan of action for implementing the change
When implementing a change in a particular process all related
process must also be changed to sustain the change
Involvement and empowerment of affected stakeholders is a
must
Leadership styles should evolve with changing times
The leader should practice what he/she preaches
Every change impacts both management and people processes
