Abstract

Construction firms are typically needed to implement changes at business level associated with
management, technology, people and cultural issues as well as handling several changes at project
level. Changes in projects, most of that are associated with design, are inevitable although there
had been elaborated studies throughout the design development, and before the construction stage.
The changes need to be managed to cut back the negative impacts and to safeguard quality and
profit. The impacts and consequences of changes vary according to the kind and nature of changes,
however most significantly according to how they're managed. In an environment characterised
by ever-increasing international competition and client expectations, change management has
become a key factor in the search by organizations to remain ahead of the competition. change
management becomes more necessary, and at the same time harder, once the construction firms
have a geographically dispersed organizational structure, are multi-disciplinary in nature, and
manage one- off projects with interactions dynamical for every project. This projects presents a
case study of Larsen and Toubro limited a multinational conglomerate (construction company),
and how it changed its organization structure to nine verticals. In this project we see how this
change has effected the Company’s growth.
Keywords: Change management, Organizational Change