The facts

The facts

A medium sized organisation designing, fabricating and finishing bus-bodies were OEMs to a large auto manufacturing major, who were producing and marketing heavy and medium sized commercial vehicles. This organisation had about 500 employees working either directly with the company or through contractors. The sales turnover was around Rs 40 crores. The promoters had a history of breaking up with their erstwhile partners, who stood out as one of the competitors in the fray when it came to all diversification plans to manufacture customised luxury vehicles. Therefore the organisational activity was focussed around the OEMs and the manufacture of customised luxury vehicles was a one off activity. The orders for these customised luxury vehicles were procured from around the vicinity and even the full region was not addressed.

The employees were very apprehensive of where the organisation was moving forward to and therefore also very apprehensive about their career growth. Having a background of trading initially, the management was not very conversant with organisational systems. The employee morale was low and there were many instances of erratic decision making processes. Road- blocks in terms of day to day achievements were many, including the translation of the customers’ requirements on to the shop-floor. Although the promoters looked forward to a higher turnover, it was not forthcoming in the performances of individuals, teams and eventually the organisation.

The Whole-time Director of the Company was an enthused post graduate from a leading business school with almost two years of experience of handling the helm and the Managing Director was a conventional businessman having grown into an industrialist from a trader, and hence our interventions were sought.