Problem Statements identified (on the order of priority)

 Need to restructure the existing organizational structure and design.

 Need to measure performance management of decentralized units of Central Asia and
Turkey
 Need to integrate rewards with performance in both centralized and decentralized
units to improve productivity, collaboration and smooth decision making process.
 Need to analyse existing team dynamics and studying the background of team
members to promote better dynamics
 Change composition of leadership team unit wise
 Redefine the organizational culture by building cultural awareness in the workplace
 Increase inter-team and intra-team engagement and collaboration

NEED TO RESTRUCTURE THE EXISTING ORGANIZATIONAL STRUCTURE

AND DESIGN

Existing Structure Analysis:

President
(Turkey )

Planning & Public & Customer &

Finance (at Marketing (at Technical (at Turkey
Reporting (at Communication Juices category only)
HR Commercial Director
Turkey) Turkey) (at Turkey)
Turkey only) s (at Turkey)

Customer &
Finance Team (for Marketing (Central P&C Team (Central
Commercial (for
Central Asia) Asia) Asia)
Central Asia)

Position having the strategic and governance

in the entire Turkish- Central Asian region
 Position having less autonomy

Position having more decision-

making power for its region

Critical Evaluation of existing structure: Dhruv

Recommended Organizational Structure: Dhruv

TEAM DYNAMICS:

Study of background of team members, existing composition of leadership team and

existing inter-group and intra-group dynamics:

Team Dynamics & Composition of Leadership team:

In 2011, the Group President of Eurasia and Africa 1, Ahmet Bozer called onto the President
of Turkish business unit, Gayla Frayrnan Molinas to convey to her that the Caucasus and the
Central Asia region have been assimilated with the Turkish business. The purpose is to
replicate the Turkey’s growth model on the Central Asian market and reap the enormous
growth potential of those markets.

Her leadership team comprised of 8 members, mostly Turkish. 7 of the 8 were females and
they all had good chunk of experience working at Coca-Cola.

Marketing director Beyza Ergen, legal director Zeynep Derman Kucukonder, finance director
Ayse llik, and the public and communications director had all worked in Turkey-focused
roles throughout their careers. 

Sedef Sahin was the General manager of the juices category. Canan Kestane led the technical
department, where she controlled production, manufacturing quality at the bottlers' facilities
and regulatory compliance. She had worked with a dozen bottlers in the Eurasian region
during her 18 years at Coca-Cola. Similarly, Rengin Onay, HR director, held a regional
responsibility in Eurasia before joining Molinas' s team. Jose de la Cruz was an exception as
a Spaniard and the only male on the team, who previously worked in Coca-Cola Europe. As
the customer and commercial director at the Turkish business unit, he set the channel strategy
and supported the bottler in managing key accounts.

Critical evaluation of the team dynamics: Dhruv

Recommended Team structure and leadership team composition: Dhruv

BUILDING CULTURAL AWARENESS IN THE WORKPLACE

Study of existing culture: Eashna

Critical Evaluation (what went wrong): Eashna

Recommendations for improving cultural awareness in the workplace:

 Hold training classes to teach them about different cultural practices of Turkey and
Central Asia. These classes should be framed in a way that allow your employees to
learn how to deal with working in an increasingly diverse global economy and society

 Celebrating diversity can help increase cultural literacy, awareness, and acceptance.
Start by including the holidays and festivals of both the cultures in the company email
or news bulletin, and then celebrate them at work when appropriate. Hosting a staff
dinner or an international food day with cultural awareness as the theme
 By introducing the staff to Turkey and Central Asia traditions, there will be an
increase their sensitivity to cultural differences. They’ll also be able to learn words in
another language that they can hopefully use when communicating with foreign
colleagues and customers.
 Creating workplace guidelines and policies focused on cultural diversity is a critical
step to ensure that your workforce is culturally aware. Set rules about acceptable and
ethical behaviour in the workplace. Offer clarity on how employees of diverse
 background should work together. Make sure that every employee, including front-line
and leaders, is aware of what discrimination means.
 Create an accountability plan – Use regular surveys to check in on your progress, and
have a plan in place for the company is going to ensure staff uphold these policies.
 Address micro-aggressions – Micro-aggressions are “thinly veiled, everyday instances
of racism, homophobia, sexism (and more) that you see in the world .Use trainings to
help address these mico-aggressions
 Impose a zero-tolerance policy – After employees have received the handbook and
training about diversity issues, the company needs to set the tone about how violations
will be dealt with. Employees should be aware that inappropriate behavior will not be
tolerated and every reported incident will be taken seriously.

COLLABORATION AND ENGAGEMENT:

Study of existing collaboration and engagement level as inferred from case facts: (list
the case points which led you to believe that collaboration and engagement is less)
Eashna

Critical Evaluation (in what ways do you think the above listed point can effect
productivity and further functioning of the organization): Eashna

Recommendations for improving cultural awareness in the workplace:

Improve Collaboration and Engagement

Employee engagement programs using platforms like WeSpire cultivate cultural change to
improve workplace collaboration.

Create More Productive Meetings

Tools that will come handy

Calendly is an online tool that helps individuals, as well as teams, schedule meetings the easy
way. Share the Calendly scheduling links to your teammates or clients, and everyone can pick
the time that works best for them.

Team Meeting Checklist lays out the 25 essential conditions of a good meeting, starting
with preparations and objectives during a meeting. The checklist also covers what will
happen after the meeting, for example, “participants will receive a follow-up within 24
hours” and “unfinished business will be put on the next agenda.”.

Create a shared meeting agenda and encourage everyone to add talking points, assign
action items to specific meeting attendees and keep everyone accountable by following up on
previously assigned tasks.

Minutes.io is explicitly for taking meeting minutes. It gives you a template for writing all the
details of what happens during a meeting, like who said what, which promises were made,
and what deadlines were decided.

Otter is a cross-platform app that records meeting audio, transcribes it automatically, and
shares it with the group once the meeting is over. Can easily review the recordings in real
time, edit and organize from any device.

Hive Notes, you can improve meeting productivity before, during, and after the meeting
ends. Link a note to any calendar invitation and share an agenda so everyone arrives on the
same page. During the meeting, share the note with all meeting participants to collaborate in
real time, Google-doc style.

Mandate Progress Updates

Progress updates can hold employees accountable between departments and provide space for
dialogue concerning top priorities, timelines and objectives. Mandated progress updates also
allow departments to stop work orders or readjust direction in real-time, rather than settle for
being frustrated with a deliverable that didn’t meet their expectations or requirements.

Internal Company Newsletters

Create an internal company newsletter can become a fun, informal forum for teams to
contribute news and information between departments by highlighting birthdays, work
anniversaries, and other notable life events.

Tools to Measure Employee Engagement

Measure engagement across the organization.

The right tool for the job: annual engagement survey

Measure engagement across groups and teams.

The right tools for the job: annual engagement survey, pulse and lifecycle surveys, feedback
cycles

Measure engagement among individuals.

The right tools for the job: feedback, one-on-one meetings, talent review metrics, goal
tracking, recognition

Performance Management: Arpita

Study of current structure:

Critical analysis:

Recommended solution:

Rewards strategy:

Study of current structure:

Critical Analysis:

Recommended solution: