Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IBS Center for Management Research
Length: 16 pages
Data source: Published sources
Topics:
Organizational culture; Cultural change; Leadership development; Training and development; Change management; Cultural code; Conversations; Workplace diversity; Talent management; Best place to work; Founder's values; Human resource (HR) systems; Organizational climate; Employee acculturation process; Company philosophy
Abstract
The case 'Godrej: Transforming Its Organizational Culture' talks about the initiatives taken by Indian conglomerate The Godrej Group (Godrej) to transform and adapt its organizational culture to ensure it was in tune with societal changes and the competitive landscape. The case starts out by providing a glimpse into the history of the 123-year-old family business that strove to adhere to the high principles of its founder Ardeshir Burjorji Sorabji Godrej (Ardeshir), who was renowned for his honesty and integrity. The case then talks about the way the third generation, with Adi Godrej (Adi) at the helm, transformed the business into a conglomerate with operations in various business areas and an international presence, without compromising on its principles. The factors that drove Adi to bring about an evolution in organizational culture is then discussed. The case takes an in-depth look into the changes brought about in the organizational thinking, recruitment practices, workplace diversity, leadership development programs, and avenues of conversations. Will Godrej continue to successfully manage its culture change in tune with changes in its business goals in future also?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Geographical setting
Region:
Asia
Country:
India
Featured company
The Godrej Group
Employees:
10000+
Turnover:
USD USD 5 billion
Type:
Self-owned
Industry:
Conglomerate
Featured protagonist
- Sumit Mitra (male), Head, Group Human Resources
About
Abstract
The case 'Godrej: Transforming Its Organizational Culture' talks about the initiatives taken by Indian conglomerate The Godrej Group (Godrej) to transform and adapt its organizational culture to ensure it was in tune with societal changes and the competitive landscape. The case starts out by providing a glimpse into the history of the 123-year-old family business that strove to adhere to the high principles of its founder Ardeshir Burjorji Sorabji Godrej (Ardeshir), who was renowned for his honesty and integrity. The case then talks about the way the third generation, with Adi Godrej (Adi) at the helm, transformed the business into a conglomerate with operations in various business areas and an international presence, without compromising on its principles. The factors that drove Adi to bring about an evolution in organizational culture is then discussed. The case takes an in-depth look into the changes brought about in the organizational thinking, recruitment practices, workplace diversity, leadership development programs, and avenues of conversations. Will Godrej continue to successfully manage its culture change in tune with changes in its business goals in future also?
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Geographical setting
Region:
Asia
Country:
India
Featured company
The Godrej Group
Employees:
10000+
Turnover:
USD USD 5 billion
Type:
Self-owned
Industry:
Conglomerate
Featured protagonist
- Sumit Mitra (male), Head, Group Human Resources