TRANSFORMATION AT DIGITAL

SHOPPING
DWO CASELET WRITE-UP SUBMISSION

GROUP 3 | SECTION E
SAGAR [ABM13023] | ABHINAV [ABM13026] | BRAHMA [ABM13028] | SUBHRA [PGP32204]
ABHISHEK [PGP32219] | GANESH [PGP32233] | RUPALI [PGP32246] | MUMAL [PGP32248]

DIMENSIONS OF CHANGE CONSIDERED

1) New Training Head for each verticals 2) New HR Dept. for each vertical (performance mgmt.)
3) Creating roles of function-wise Product Heads reporting to both Functional and Products Manager

RELEVANCE TO SUCCESS CRITERIA

New Training Heads for each product division will provide

Business understanding of each division in depth to employee

Cater to different training requirements of employees for segment expertise

A new HR Dept. for each product division helps in

Talent management across functions in a division

Performance management for appraisal process

New roles of function-wise Product Heads who will

Report to both Product Head and Functional Head (Matrix structure)

Supervise employees falling under his/her span of control

Keep the work culture aligned with the functional role

Motivate employees to look into the nuances & customer insights for the product

FEASIBILITY / PRAGMATISM

Having a training who supervises all the teams ensure cross-team information
flow

Having a team head will decentralizes the decision making process and also
increases the accountability

Different HR teams/departments can evaluate performance of different

teams or set a different criteria for different teams

Matrix structure results in standardization of operational metrics