ADITYA BIRLA CASE STUDY

BY SEC-A ROLL NO:2013036-40

PRE KUMARMANGALAM BIRLA ERA

CULTURE Babu culture WHAT IT MEANS Babu had the highest authority Centralised decision making Scions did not have a mind of their own Family members part of organization No retirement age Nepotism- Guaranteed jobs to children in family Lack of questioning power due to respect Respect for higher authority Complacent work culture No corporate identity No employee grooming Lack of emotional connect

Womb to tomb policy

Kith and kin policy

Respect

Complacency

PARADIGM SHIFT
CHANGE IN CULTURE Identity creation WHAT IT MEANT Rising sun symbol - brand recognition Attracting best talent Brought all groups under one umbrella Different heads for different business verticals Decision making powers vested with business heads Sold off non opportunistic business Build borderless organization. Free ow of knowledge and information across the group. Encourage teamwork Results- oriented culture Ownership of own work, team Emotional engagement to get the best

Organizational restructuring

Seamlessness

Passion and Commitment

CONTINUING FURTHER
CHANGE IN CULTURE WHAT IT MEANT

Human capital building

Management talent pool Group management training schemes Motivation through incentives and annual awards Employees oriented initiatives New retirement policies
Provided managers freedom to take important decisions 360-degree performance appraisal program that allowed managers to question even his leadership style Corporate social responsibility Value-based, caring corporate citizen Received prestigious national and international awards

Freedom with responsibility

Humanistic attitude

Conclusion
Prior to KM Birla, business was running according to Traditional Indian culture Liberalized Indian environment demanded innovative HR practices. K.M. Birla brought in strategic redesign of organization and dened the characteristics of HR models As world changed, they managed to adopt changing culture for the benefit of their organization