Course Code: W501

Course Name: Management of Organizations

Reflection of Case Studies

Submitted to-
Ms. Tanisha Bukth
Assistant Professor
Institute of Business Administration

Submitted by-
(Group- 03)
Anik Shovan Bala – 007
Sharmin Binte Shiraji – 009
Nayeem Mahbub Rafee – 018
Pooja Das – 019
KBM Nasiruzzaman – 020
Sumi Ghosh – 029

Date of Submission – 15 December 2023

Introduction-
In a constantly evolving and dynamic socio-economic environment along with the technological
advancements organizations belonging from all the sectors nowadays are facing with the
challenges of being adaptable, employee oriented, agile while assessing all the risks that may arise
in courses of time. To enhance our knowledge considering in terms of both academic and practical
aspects, during the course of Management of Organizations, we have been assigned to go through
several insightful case studies. All these cases have helped us to relate the practical aspects to the
organizations we have worked and are currently working in as well as uplifted the changes that are
being brought with every passing day in the global arena. Among all these cases we have selected
four topics and tried to assess all the factors described to their relevance in to the organizations we
are serving. Considering the understanding we have collected from Predictable Surprises: The
Disasters You Should Have Seen Coming, ING’s Agile Transformation, Leading Change: Why
Transformation Efforts Fail and What Makes a Leader: Emotional intelligence, we have
incorporated the key takeaways from these cases and tried to reflect their relevance to the current
growth, structure and business pattern of different organizations.

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CASE 1-

Predictable Surprises: The Disasters You Should Have Seen Coming-

"Predictable Surprises: The Disasters You Should Have Seen Coming" by Michael D. Watkins
and Max H. Bazerman talks about the “predictable surprises" in terms of organizational and
societal disasters. This case also discusses about the many disasters that are not as unforeseeable
as they may seem and organizations should be aware of these by considering them as warning
signs or patterns to lessen or completely prevent the negative effects of these events. The key
takeaways from this case are-

1. Organizations should always be open to the fact that there will be situations and events that
cannot be understandable beforehand and these may occur major disasters even for stable
and structured companies. As such, even though such events are not foreseeable, there will
be patterns, warning signs and signals that must be considered by the leaders of an
organization so that in times of crisis, the risks are known and can be mitigated in a shorter
span of time.
2. The history and trend of failures are also major points for the leaders of a company to
consider and take precautions from going into the same direction which may hamper the
sustainability of the company. Furthermore, cultivating a culture of awareness, openness,
and a proactive approach to recognizing potential threats is essential for avoiding crises.
3. The case also talks about the being proactive and conscious risk management by actively
seeking risks and threats by being aware of all external and internal environmental changes.
Additionally, understanding the organization’s strengths and weaknesses in terms of
psychological, organizational and political aspects are also very important to prepare and
to respond to the threats that can be emerged at any point of time.

Linking Predictable surprises to Optimizely:

Predictable Disasters for Optimizely-

Security Breaches: As a software company, Optimizely should anticipate potential security

breaches and unauthorized access to sensitive data.

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Product Failures: Software glitches, compatibility issues, or inadequate testing can lead to product
failures, impacting customer trust.

Regulatory Compliance: Changes in global regulations may affect Optimizely's operations,

making compliance a critical consideration.

Market Competition: Failure to foresee market shifts and evolving competitors could leave
Optimizely trailing in innovation and market share.

Key Takeaways for Optimizely-

Proactive Recognition: Actively encourage employees to voice concerns, fostering a culture that
values early problem identification. Utilize scenario planning to envision potential future
challenges, involving external perspectives to mitigate internal biases.

Effective Prioritization: Conduct rigorous risk analysis, evaluating the likelihood and potential
impact of various events to prioritize responses effectively. Address potential threats promptly,
even if they seem unlikely, to prevent long-term damage to the company.

Mobilization Strategies: Establish clear communication channels within the organization to ensure
information flows seamlessly, avoiding silos. Learn from the Shell case and ensure that decision-
making structures consider the broader context, especially in a multinational setting.

Psychological Preparedness: Acknowledge cognitive biases and foster a mindset that values
preparedness over complacency. Overcome illusions of invincibility by learning from historical
disasters, promoting a culture that learns from past mistakes.

Organizational Resilience: Assess the company's organizational structure for vulnerabilities and
strive to eliminate silos, promoting cross-functional collaboration. Recognize that each part of the
organization plays a role in disaster prevention, emphasizing shared responsibility.

Political Awareness: Stay informed about regulatory changes globally and adapt operations to
comply with evolving legal requirements. Be mindful of lobbying efforts that may influence policy
decisions, ensuring a balanced consideration of all stakeholders.

In an era of rapid change and uncertainty, Optimizely can fortify itself against predictable disasters
by fostering a proactive and resilient organizational culture. By learning from historical cases and

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implementing these key takeaways, Optimizely can navigate challenges more effectively, ensuring
sustained success in the dynamic software industry.

Linking Predictable surprises to Pull & Bear, Inditex-

Pull & Bear, a flagship brand under the renowned Inditex umbrella. With a commitment to
delivering the latest trends and timeless classics, the brand offers collections that resonate with the
dynamic spirit of today's youth. The brand seamlessly blends comfort with modern designs,
offering a diverse range of clothing and accessories that empower self-expression to an age range
of 12-45 yrs. The relevance of the learning from the case of Predictable Surprises to Inditex are as
below-

Supply Chain Risks: Given the global nature of Inditex's supply chain, there's relevance to the case
study's emphasis on the importance of recognizing and prioritizing potential disruptions.
Predictable surprises like labor issues, political instability, or natural disasters in regions crucial to
Inditex's supply chain could have a substantial impact on production and operations.

Consumer Activism: Inditex, being a major player in the fast fashion industry, may face challenges
related to environmental and ethical concerns. Similar to the Greenpeace activism against Shell,
there could be activism against Inditex if there are issues related to sustainability or ethical
practices in its supply chain.

Market Trends and Fashion Shifts: The fashion industry is dynamic, and predicting shifts in
consumer preferences is crucial. A failure to recognize and prioritize changing market trends could
lead to issues similar to those faced by companies that fail to adapt to evolving consumer demands.

Few of the aspects of the case are not clearly relevant to Inditex. In the following discussions, these
are reflected-

Product Acceptance: Unlike the case study's example of genetically modified foods, clothing items
may not face the same level of public controversy. However, if Inditex introduces new materials
or technologies in its clothing, it would need to consider potential consumer acceptance or
resistance.

Political Interference: While the case study highlighted political vulnerabilities, the political
landscape can vary for different industries. Clothing brands may not face the same political

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scrutiny as companies in sectors with more direct political implications. However, trade policies
and geopolitical events can still impact the textile industry.

CASE 2-

ING’s Agile Transformation-

Agile transformation refers to a process of cultural shift towards complete flexibility,

interdepartmental collaboration and constant adaptability of an organization which systematically
changes the whole structure of an organization from a traditional one. The case of ING talks about
the agile transformation of a Dutch Bank from its shift to an old-fashioned structure to a more
flexible one which ultimately increased their employees’ and customers’ satisfaction levels. The
key takeaways from this particular case are-

1. One of the key considerations for ING to undertake the agile transformation was to respond
need of providing customers with services from an omnichannel environment. By doing so
ING introduced concepts of Tribe, Squad and Agile Coach removing organizational
hierarchy and moving to a no fixed structure. The squads are part of a tribe where the tribe
has a lead and the whole group has an Agile coach. This structure made us understand the
belongingness and autonomy the team members felt while completing their deliverables.
Furthermore, the openness and sense of accountability also ensures the performances of
the team members to be constant.
2. Another aspect of ING’s agile structure that made us understand the value to collaboration
where the employees are interchanged in their roles. For example, the employees despite
of having specific skill sets in working in a specific department were sent to attend
customer calls which actually let the team members who usually don’t have the opportunity
to interact with the customers directly can get an opportunity to know from the frontline.
3. ING also shifted itself to be a tech company by being influenced by Google where ING
emphasized on IT craftsmanship and improved engineering skills. The Bank identified
itself to be a tech one operating in a financial industry where they welcomed and uplifted
any talent who displayed such tech skills. They also have moved from working in silos to
more collaborative ways which increased the sense of connections in all the departments
where different layers of knowledge, skills, experience and expertise are valued.

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Linking ING’s Agile Transformation to Optimizely-

Optimizely, a multinational software company, has been a pioneer in adopting agile methodologies
to enhance speed, adaptability, and customer-centricity. Drawing inspiration from successful
transformations like ING's, Optimizely embarked on its agile journey to navigate the evolving
software landscape.

Similar to ING's experience, Optimizely recognized the imperative to transcend traditional work
models. In a rapidly changing digital landscape, customer expectations demanded a shift from
product-centric to customer-centric strategies. Agile, with its emphasis on flexibility and rapid
adaptation, became the vehicle for delivering seamless, high-quality services across diverse
channels.

Optimizely's agile evolution mirrors the four pillars outlined by ING:

Agile Way of Working: Optimizely's teams, mirroring the squad structure, foster collaboration
among IT and commercial departments. The emphasis is on constant testing and innovation,
eliminating managerial barriers to promote collaboration.

Organizational Structure: Optimizely prioritizes a flat organizational structure, minimizing silos,

and ensuring clarity in roles and governance. Traditional departments and committees are
streamlined to enhance agility.

DevOps and Continuous Delivery: The company aspires to frequent software releases, leveraging
DevOps and continuous delivery practices. This shift has positioned Optimizely as a leader in the
dynamic software industry.

People Model: Optimizely has embraced a new performance-management model, moving away
from project-centric evaluations to a focus on knowledge and expertise. The company values a
diverse mix of skills and experiences.

Implementation and Scope: Optimizely's agile journey began by focusing on core teams, similar
to ING's headquarters. This core transformation set the tone for the entire organization. Over eight
to nine months, a detailed strategy was crafted, involving board off-sites and pilot squads. The
transformation, encompassing organizational setup, office revamps, and people selection, was
methodically executed.

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Culture as a Cornerstone: Optimizely recognizes, akin to ING, that culture is pivotal. Initiatives
like onboarding programs inspired by Zappos and peer-to-peer hiring from Google underscore the
company's commitment to embedding agile principles in its culture.

Challenges and Risks: While embracing agility, Optimizely acknowledges challenges. Ensuring
disruptive innovation amid incremental progress is one concern. Additionally, aligning diverse
teams and avoiding divergence requires ongoing effort to maintain a cohesive strategy.

Optimizely's agile journey, inspired by ING's success, reflects a commitment to staying ahead in
the software industry. By weaving agility into its fabric, Optimizely aims to achieve a similar
impact on time-to-market, employee engagement, and overall productivity.

Linking ING’s Agile Transformation to The City Bank Limited-

City Bank is one of the leading private commercial banks in Bangladesh which is operating its
business for four decades. Since the beginning till now the bank has evolved from providing its
services to the customers to ensuring a healthy work environment for its employees. There are few
aspects of the agile transformation that may be relevant for the City Bank while many of the
processes of this transformation are yet to be explored.

Regulatory challenge: One of biggest challenges that this bank will face while going for a flexible
model of organizational structure is the regulatory requirement. The regulator, Bangladesh Bank
has specific guideline on the hierarchy that the enlisted commercial banks must follow as well as
the grades that are assigned with the employees work in these banks based on their work
experience, technical and functional skills. Hence the bank has to follow a hierarchy based
structure which starts from an entry level and ladder goes up to the MD & CEO.

Interdepartmental collaborative project teams: To address to the changes in the environmental

factors, customer demands and employee satisfaction, the interdepartmental coordination has been
rephrased in many levels keeping the base hierarchy intact. For example, to be a digital financial
supermarket for the customers, the bank has undertaken several initiatives to transform its
traditional banking services to a digital one too. To make this stand possible, interdepartmental
project teams are formed for product development, testing the products effectiveness, assessing
the improvement areas, scanning the feasibility and launching the product in the market. These
project teams, apart from their business as usual, are assigned with specific project related KPIs

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and rewards system where they also get the opportunity to explore their potentials beyond their
job roles.

Non-transferable specialized skills as per industry practices: One of the many challenges for the
City Bank to go for an agile transformation is the level of knowledge and skills its employees have
and the industry practices. The banking industry demands of hiring people with specific technical
and functional knowledge in specific roles i.e a CFA in finance department, CAMS certified
people for money laundering and terrorist financing department etc. People who acquire these
knowledge, certifications and skills tend to be hired for these roles in the industry which are
unlikely to be transferable to few other departments inside the bank.

Awareness and perception of the customers: To move to agile transformation, the bank needs to
take the awareness & perceptions of the customers into account. A major portion of the customer
base that the bank serves are still not aware about these transformations. Such major transformation
from an established structure to a new one might impact the perception of these customers
negatively as of now which may also hinder the sustainability of the bank.

Nevertheless, despite of many obstacles, the bank is moving towards transformation in terms of
its structure as well as its business modality. Since these transformations takes a longer period of
time by educating and onboarding both internal stakeholders i.e the employees, external
stakeholders i.e the customer and the regulators, agile structure should the future for the banking
industry in Bangladesh as well.

Linking ING’s Agile Transformation to Pull & Bear, Inditex –

In the following discussions, the reflection on the relevance and the factors that are not relevant to
Inditex have been reflected-

Relevance-

Adaptability to Fashion Trends: Agile methodologies emphasize adaptability, which is crucial for
textile brands like Inditex and Pull&Bear to swiftly respond to changing fashion trends and
consumer preferences.

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Quick Time-to-Market: Agile transformation can accelerate the time from design to production,
helping textile brands bring new collections to market faster, aligning with the fast-paced nature
of the fashion industry.

Customer-Centric Approach: Agile encourages a customer-centric focus, enabling textile brands

to incorporate customer feedback into the design and production process, enhancing the overall
customer experience.

Collaboration Across Functions: Agile promotes collaboration among multidisciplinary teams,

fostering better coordination between design, production, and marketing teams in the textile
industry.

Continuous Improvement: The continuous improvement aspect of agile is beneficial for textile
brands to iteratively refine their strategies based on market feedback, sales data, and evolving
trends.

Risk Mitigation: Agile frameworks facilitate early identification and mitigation of risks, helping
textile brands manage uncertainties associated with fashion trends and market dynamics.

Non-Relevance:

Production Process Stability: If the production process in textile brands is highly stable and
standardized, with little need for frequent changes or adaptations, the rapid iteration emphasized
by agile may not provide significant advantages.

Limited Customization: If the textile brands primarily produce standardized and limited
customization products with minimal need for continuous adjustments, the dynamic nature of agile
may be less essential.

Traditional Supply Chain: In cases where textile brands have well-established and traditional
supply chain processes that don't benefit significantly from iterative adjustments, the full extent of
agile practices might not be necessary.

Long-Term Planning Dominance: If a textile brand heavily relies on long-term planning with less
emphasis on adapting to short-term changes, the rapid responsiveness promoted by agile might not
align with the business strategy.

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Low Customer Feedback Impact: If customer feedback has a limited impact on the design and
production process of textile brands, agile’ s emphasis on continuous customer engagement might
not be as critical.

It's important to assess the unique characteristics and challenges of each textile brand to determine
the specific relevance and potential benefits of an agile transformation in their context.

Case 3-

What Makes a Leader: Emotional Intelligence-

The case of What Makes a Leader talks about the emotional intelligence that the leaders at present
times must possess not only to understand oneself but also to establish a culture where in the
organization which ensures a performance driven, motivated and enthusiastic workforce. The case
also emphasizes the importance of having the right people at the right place considering the overall
organizational structure as well as the culture. The reflection we had from this case was very firm
and practical, hence maximum of our organizations could relate to the key aspects collected from
this particular case study. The key takeaways from these case are-

1. First key takeaway of this case were the five components of emotional intelligence and
their importance in the company’s success. The case describes these components and their
expected positive behavior which we can clearly connect to all of our current and previous
organizations. For example, self-awareness, self-regulation, motivation, empathy and
social interaction go beyond one single person to an entire group hence impacting the
whole organization. An organization having more high emotionally intelligent workforce
is bound to perform and sustain longer in the highly competitive market. These components
not only discuss how one person should reflect on him/her but also how to perceive others
to make a right hire and later on develop in to a potential high performer.
2. Secondly, the case related the components to intrinsic and extrinsic factors where the first
three components, self-awareness, self-reflection and motivation come from the inside
while empathy and social interaction heavily depends on the others. We could relate these
to the materials we have studied earlier in this course as well as in our practical lives.
3. Lastly, the case also makes us understand where to draw a line while being very empathetic
or not being overwhelmed by other’s actions. Being empathetic towards others and to be

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 socially interactive are considered two of the key aspects of an ideal leader, however, this
case made us understand to not to be heavily impacted by other’s emotions which may
hinder the productivity of the manager and the team members. This has been one of the
key learnings that we have received from this case.

Linking Emotional Intelligence to The City Bank Limited-

The Banking sector in Bangladesh is one of the most stressed and complex industries in terms of
structure, culture, combination of workforce and the nature of the services provided. Ensuring
emotional intelligence among the leaders and the employees working under them is a must.
Additionally, an HR professional, working in a bank not only needs to reflect accurately on his/her
emotional intelligence but also is responsible for hiring the right fitted employee for the
organization itself. The reflection of five key components of emotional intelligence in City Bank
as well as an HR professional in the Bank are discussed below-

Self-awareness: This is first component from EI that the case talks about. Self-awareness is defined
as the understanding of one’s emotions, strengths, weaknesses, values and principles and how does
a person handles all of these in different complex situations. The MD & CEO of the bank is a
confident, disciplined, resilient and digital-oriented person which he has established among the
bank very clearly. Hence the employees working in the bank are inspired to follow his footsteps
in every conversation, movement or delivery they make. The leader is also a famous author and a
cultural minded person which enables the work culture of the organization to be culture oriented
as well. Being a tech oriented, disciplined and resilient leader, he has established a sense of
continuous innovation among the employees followed by strict discipline in time maintenance and
deliveries of work. In this case the leader is well aware of what he will offer to the followers and
has set a culture in line with his expectations successfully.

Self-regulation: Self-regulation is one of the very important components that the bankers needs to
possess. The work they do is very stressing which demands to have calm headed and well
composed person to complete. Tight deadlines, time-bound projects, sensitivity and confidentiality
of information, handling regulators and most of facing all sorts of customers on a regular basis
needs enforce a banker to reflect on self-regulation in terms being calm and composed. On the
other hand, the HR has to be more aware of this aspect of EI where they have analyze the

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candidates on a regular basis who will be handling such complex activities to serve the broader
population.

Motivation: Ensuring motivated and enthusiastic employees with proper sense of accountability
and honesty is a very necessary aspect for the people hiring bankers as well as for the people who
are working in it. The banking job is known to be monotonous since the repetition of work is
visible as well as very sensitive since the banker deal with general peoples’ money. People who
are motivated intrinsically and having a sense of ownership shall be the right fit for the bank. As a
result, while hiring bankers the HR also has to keep all these qualities in mind and as such City
Bank has established these as core values throughout the organization.

Empathy: The case has discussed the need of empathy that the managers and leaders should
possess not only towards their subordinates but also to the peers and cross functional team
members. The banking job demands accuracy and detail orientation in the people working in it,
hence it’s very possible for them to become demotivated in case of slight errors or mistakes. The
supervisors and leader needs to empathetic towards the bad situations or the attention that an
employee needs in days where the work is difficult to be completed. One of the empathetic stance
that the City Bank has been practicing towards the employees is the Emergency Support Fund. In
this funds all the interested employees donate a portion of their salary on a monthly basis which is
later on used to help another in cases of emergencies like treatments (self and family), accidents,
financial crisis etc.

Social Interaction: Being socially interactive and acceptable is one of the key qualities of leaders
and managers especially, if they are working in the bank. City Bank being one of the leading banks
ensures social acceptability in all steps of the organization including the employees. Having to
onboard numerous customers on a regular basis, serving the existing customers without any
hindrance and being aware of the external environmental changes make all of its employees
belonging from all levels socially interactive and acceptable people. The employees are given
opportunities to participate in events like marathons, financial ceremonies, cultural festivals, being
part of different communities & clubs not only to have a broader network but also to uphold the
bank’s image.

Emotional intelligence is key for the bankers due to their job nature and the industry they work in,
hence at City Bank, hiring the right person with the right mindset has always been given priority.

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Linking Emotional Intelligence to Pull & Bear, Inditex-

In the context of a textile organization like Inditex and its brand Pull & Bear, emotional intelligence
holds relevance in fostering effective communication, teamwork, and understanding customer
needs. Employees with high emotional intelligence can enhance internal collaboration, improving
overall productivity and innovation within the organization.

Understanding customer emotions is crucial in the fashion industry. Pull & Bear, being a brand,
can benefit from emotionally intelligent staff who can identify and respond to customer
preferences, creating a more personalized shopping experience. This emotional connection can
contribute to brand loyalty and a positive reputation in the competitive market.

On the other hand, the non-relevance of emotional intelligence might manifest in areas where
technical skills and operational efficiency take precedence. In manufacturing or logistical aspects
of a textile organization, a high level of emotional intelligence may not be as critical as in
customer-facing roles.

In summary, emotional intelligence plays a vital role in customer-oriented aspects of a textile

organization like Pull & Bear, while its impact may be less pronounced in certain operational areas.

Linking Emotional Intelligence to Ashuganj Power Station Company Ltd.-

Relevance:

Ashuganj Power Station Company Ltd. is one of the largest power generation company in
Bangladesh owned by the government, continuing its operation since 1970. In my capacity as
Deputy Manager of Procurement, my role necessitates effective collaboration with a diverse set of
internal and external stakeholders. Internally, engagement with mechanical engineers, electrical
engineers, auditors, and accountants is a key aspect. Understanding the emotions, work styles, and
strengths and weaknesses of these internal team members is essential for fostering a positive and
collaborative work environment. Self-awareness becomes a foundational skill in managing the
intricacies of internal dynamics.

Externally, my interactions extend to contractors and suppliers, where successful negotiations and
relationship-building are crucial. Here, too, self-awareness plays a significant role as you adapt to
the diverse personalities and perspectives of external stakeholders. Effective self-regulation is

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indispensable, especially in pressure-laden scenarios, ensuring a composed and professional
approach in decision-making during external engagements.

Motivation is a key driver both internally and externally. Motivating internal teams, such as
engineers and accountants, is vital for achieving common procurement goals and fostering a
collaborative and efficient work environment. Externally, maintaining a high level of motivation
is critical in driving negotiations, ensuring compliance, and achieving cost-effective procurement
outcomes with contractors and suppliers.

Empathy plays a central role in understanding the concerns, priorities, and challenges of both
internal and external stakeholders. Internally, recognizing and addressing the specific needs of
engineers, accountants, and auditors builds strong working relationships and facilitates effective
collaboration. Externally, empathy is crucial in negotiations and relationship-building with
contractors and suppliers, contributing to a cooperative and mutually beneficial procurement
process.

Social skills are fundamental in managing relationships effectively within both internal and
external contexts. Internally, strong social skills facilitate effective communication, conflict
resolution, and positive team dynamics among diverse roles such as engineers and auditors.
Externally, social skills come into play during negotiations, contract management, and the
establishment of long-term partnerships with contractors and suppliers.

Non-relevance:

While my role as Deputy Manager of Procurement involves aspects of interpersonal relationships

and negotiations, it may exhibit some differences from the highlighted principles of emotional
intelligence discussed in the HBR case study. The nature of procurement, particularly in a power
generation context, may emphasize more technical and transactional aspects than the nuanced
interpersonal dynamics discussed in the writings.

In the procurement domain, the primary focus might lean towards strategic decision-making, cost-
effectiveness, and adherence to regulatory requirements. The writings emphasize self-awareness
and understanding one's emotions, but in a procurement role, the emphasis might shift towards
practical decision-making based on market trends, vendor capabilities, and financial
considerations.

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Similarly, while empathy is crucial in understanding the needs of both internal and external
stakeholders, the application in procurement may be more task-oriented, focusing on
understanding the business requirements of suppliers and contractors rather than the interpersonal
relationships emphasized in the writings.

The high-pressure and results-oriented nature of procurement may place a greater emphasis on
achieving specific procurement goals and ensuring compliance, potentially requiring a more
assertive and less empathetic approach during negotiations. Therefore, while emotional
intelligence principles are undoubtedly valuable in various professional contexts, the unique
demands of a procurement role may introduce differences in their application and relevance.

Linking Emotional Intelligence to Naargis- A Local Entrepreneurial Clothing House-

Naargis is a local entrepreneurial Clothing house. In fashion industry, success extends beyond the
realm of exquisite designs and quality fabrics. As a clothing business owner, I belong to a world
where understanding emotions, both within my team and among my customers, is paramount.
Emotional intelligence, encompassing self-awareness, self-regulation, motivation, empathy, and
social skills, proves to be an integral part in fostering meaningful connections and achieving
sustained success.

Relevance:

Customer Interaction: In a clothing business, understanding customer preferences and emotions is

crucial for success. Emotional intelligence, particularly empathy helps me to connect with my
customers, to understand their needs and to provide them a better shopping experience.

Team Management: I have a 5 member’s team working in my business. Emotional intelligence

plays a significant role in leadership and team management. Social skills and empathy can foster
a positive working environment, leading to better collaboration and productivity.

Adaptability: The fashion industry is dynamic and subject to changing trends. Emotional
intelligence, especially self-awareness and self-regulation help me to adapt to market changes, to
make informed decisions and to manage stress during challenging times.

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Non-relevance:

Technical Skills: While emotional intelligence is crucial for interpersonal skills and leadership, it
may not directly impact technical aspects of my clothing business, such as production processes,
quality control or technological innovations.

Financial Management: In a clothing business financial management is very important. Emotional

intelligence can enhance leadership; it might not directly address financial strategies.

Competition and Market Analysis: While emotional intelligence helps in understanding customers,
it may not be the primary factor in competitive analysis or market research. These areas often
require strategic thinking and analytical skills.

Emotional intelligence is highly relevant to aspects of customer interaction, team management,

and adaptability within my clothing business. However, it may be less relevant to technical skills,
financial management, and certain strategic aspects of competition and market analysis. Beyond
the tangible products, the ability to connect emotionally with customers, lead teams with empathy
and navigate the ever-changing fashion currents is very important. In this industry, where trends
may fade and styles evolve, the enduring touch of emotional intelligence remains timeless,
stitching together the success of my clothing venture. Balancing emotional intelligence with other
business skills is essential for holistic management.

Case 4-

Leading Change: Why Transformation Efforts Fail-

The case study of Leading Change: Why Transformation Efforts Fail by John P. Kotter emphasizes
the critical importance of effective leadership in guiding organizational change, particularly in the
context of a rapidly evolving business landscape. The key understanding that we have gathered
from this case are as followings-

1. Kotter's eight-step model for leading change serves as a comprehensive framework for
leaders to navigate the complexities of transformation. It underscores the significance of
establishing a sense of urgency as the catalyst for change, stressing that complacency and
resistance can impede progress. The case study highlights the need for leaders to
communicate a compelling vision that resonates with stakeholders, ensuring clarity and
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 alignment toward common goals. Moreover, the study emphasizes the creation of a
powerful guiding coalition, a diverse and influential group that collaborates to drive change
across all levels of the organization.
2. The case study underscores the necessity of removing obstacles that hinder the realization
of the proposed vision. Successful transformations involve addressing structural, cultural,
and individual barriers, reinforcing the importance of adaptability and continuous
improvement. Short-term wins are identified as crucial milestones in the change process,
serving not only as tangible evidence of progress but also as morale boosters that energize
and engage the workforce. Importantly, the study warns against prematurely declaring
victory, urging leaders to maintain a focus on sustained, long-term change rather than
succumbing to the pitfalls of early success. Lastly, the integration of changes into the
organization's culture is stressed, emphasizing that lasting transformation occurs when new
behaviors and approaches become ingrained in the daily practices of the workforce.

Linking Leading Change to Ashuganj Power Station Company Ltd.-

Relevance:

In my role as the Deputy Manager of Procurement at APSCL, effective communication with

various departments, including accounts, mechanical, electrical, and audit, is paramount. Drawing
from the case study, where a powerful guiding coalition played a crucial role, I aim to build a
collaborative network within our organization. Regular communication with the accounts
department ensures financial alignment, allowing us to adhere to the approved budget and make
informed procurement decisions that align with financial goals.

Collaboration with the mechanical and electrical departments is essential to understanding their
specific procurement needs and challenges. By maintaining open channels of communication, we
can proactively address any requirements, streamline processes, and ensure that our procurement
activities are in sync with the technical aspects of our projects. This collaboration is fundamental
to creating a cohesive approach that supports the organization's overall objectives.

Effective communication with contractors and suppliers aligns with the case study's focus on
under-communicating the vision by a factor of ten. It is crucial to clearly articulate our procurement
vision, expectations, and any changes in processes. This can be achieved through regular meetings,

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newsletters, and interactive sessions, ensuring that all stakeholders are on the same page and
understand the overarching objectives of our procurement activities.

Additionally, communication with the audit department is vital for ensuring compliance and
transparency in our procurement processes. Regular updates and transparent reporting facilitate a
smooth audit process, instilling confidence in our practices and helping to identify areas for
improvement. By actively engaging with all these departments, I aim to foster a collaborative
environment that enhances efficiency, minimizes risks, and contributes to the overall success of
APSCL.

Non-relevance:

The case study might refer to competitive markets and the need for organizations to adapt to stay
competitive. In a government-owned power plant, the market dynamics might be different, with a
focus on regulated services and ensuring public welfare rather than intense market competition.

The case study, while discussing organizational change and leadership, may touch upon profit-
driven motives. In a government-owned entity like APSCL, the primary focus might not be on
maximizing profits but on delivering continuous electricity to public, ensuring reliability, and
managing public resources efficiently.

The case study may discuss the importance of short-term wins for organizational change. In a
government context, the emphasis might be more on long-term sustainability and public value
rather than immediate financial gains.

While these aspects may not align directly with the case study, it's essential to adapt general
principles of leadership, change management, and effective communication to the specific context
of a government-owned power plant. Tailoring these principles to suit the unique goals and
challenges of APSCL will contribute to successful procurement management within the
organization.

Linking Leading Change to Naargis- A Local Entrepreneurial Clothing House-

Relevance-

Vision and communication: The article emphasizes the importance of a clear vision and effective
communication during organizational change. In my business, having a clear vision such as

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building a brand known for sustainable fashion or affordable luxury and effectively
communicating this vision to my team can contribute to organizational success.

Short-Term Wins: The concept of achieving short-term wins to maintain momentum is applicable
for my business. Here setting and celebrating achievable short-term goals, such as launching a
successful marketing campaign or introducing a new clothing line, can contribute to the overall
success of my business.

Non-relevance:

Organizational Structure: The article discusses challenges related to organizational structure,

which may not be as relevant to a small clothing business compared to large corporations. Clothing
businesses often have simpler structure and the challenges associated with hierarchical structures
may not be as pronounced.

Cultural Change: While the article discusses the importance of cultural change in organizations,
the culture of a clothing business may not face the same complexities as larger corporations.
Clothing businesses might have a more straightforward and adaptable culture, making it easier to
implement changes.

Succession Planning: Succession planning, highlighted in the article may not be a primary concern
for a smaller clothing business like us. Large corporations with complex leadership structures often
face challenges in maintaining the momentum of change when key executives retire or leave which
is absolutely irrelevant to my business.

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Conclusion-
All these aforementioned cases enlighten the importance of any organization to be sustainable in
complex and ever-changing environment as well as go beyond its existing performance with proper
risk assessment and precautionary strategies. On one hand predictable surprises help to understand
the values of not taking any alert, signal or movement lightly while agile transformation sheds
light on the importance of adaptability, being open to changes and collaboration. Additionally,
emotional intelligence helps to understand the holistic view of people’s mindsets and their match
with their organizations with a two-way process and emphasizing on urgency, communication,
planning, follow ups & corrective measures help an organization to be more efficient and forward
thinking.

These cases have enabled us to relate many of their key understandings driven from global
platforms to our organizations. These have also helped us to reflect on the improvement areas that
may make our organizations more flexible, risk assessed, collaborative with ensuring healthy, safe
& secured work environments for the employees. In this competitive and changing environments
in different industries, these cases work as guidelines to be well strategic, innovative, collaborative
and growing in a sustainable way.

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