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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

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