Product details

With an annual turnover of approximately USD68 million in the first 5 years, KP Middle East is a state-owned enterprise, fully funded by the government and mandated to create assets within the Middle East state and overseas for the country to ensure availability of basic raw materials such as Sand, Aggregate, Rock and Cement required for the construction industry in the said country. The present case revolves around the three areas of a state-run enterprise including, the business, HR administration and managing change and presents how a well-conceived vision, and thoughtfully aligned business plan, but senior management's inability to assimilate change (without moving away from the vision and purpose of government mandate) can be disastrous in terms of low morale, productivity and financial losses. The case also demonstrates that a well laid-out, but poorly implemented roadmap can jeopardize the operations of various functional divisions and can have a direct impact not only on the survival of the company but also on the nations’ economic activities. The case helps the reader to visualize the organizational climate in the Middle East Company and leaves the reader with many though provoking questions. It further compels the reader to think about the needed strategies while doing business in the middle east region and can be used for the purpose of explaining various concepts in People Management, predominantly in the area of Leading and Managing Change.