Case Analysis Form - SYIT PDF

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CASE ANALYSIS SOLUTION...

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Case Analysis Form Participant Name: Case Title: Main Problem and Reasons for the Problem

Group F – Managerial Communication SYIT – Changing the corporate culture Main Problem: Meeting LMT’s requirements by implementing a culture of self-reliance, innovation and open communication at SYIT, something which SYIT’s employees are not accustomed to. Causes of the problem: The main cause of the problem is the preference of SYIT’s employees to have an autocratic management style where the junior employees would not be expected to make key decisions, question their superiors and held responsible in the event of a project failure. This is primarily down to the fact that normally in Pakistan, people are more used to a hierarchical structure in which there is centralized decision making and figures of authority are appreciated, respected and obeyed. Being SYIT’s biggest/first client, as well as an investor, LMT had significant influence over SYIT. The very reason for LMT aiding SYIT’s creation through a loan investment was that LMT needed an open working relationship, which AB Tech was unable to provide. Hence, all efforts were made by Ibrahim Saeed to meet the demands of LMT. To be able to improve his company’s reputation and secure more European clients, Ibrahim Saeed had to make sure that LMT remain on SYIT’s portfolio by meeting their requirement of having a dedicated technical team with more than one POC and adopting their culture of complete autonomy and open communication where teams in Pakistan and Denmark would have freedom to interact with each other, leading to faster decision making and execution.

Solution/Recommendations

Communication Strategy

ROUGH IDEAS: Problem: Difference in work culture between SYIT and LMT Reasons: Pakistani society is generally more hierarchical, and figures of authority are appreciated, respected and obeyed. Also, junior employees like to have a buffer above them who gave them clear instructions, and would bear the responsibility in the event of a failure. Uncomfortable with uncertainty, like to have factors under control. Low individualism and indulgence. LMT, however, needed to closely work with the whole team, and not just one POC, as it would lead to faster decision-making and execution, which is essential in the software industry. This warranted a flatter organization structure, with all team members in Pakistan and Denmark having the freedom and the independence to interact with each other, develop solutions to problems and make decisions. LMT, and Saeed, wanted the SYIT team members to all feel independent and confident to deal with the Denmark team autonomously, and to avoid delays caused by waiting for approvals. It was the lack of above qualities in AB Tech’s work culture, which was more hierarchical, as typical of Pakistani companies, that LMT decided to leave them in the first place. So, the pressure on Saeed was high to instill this culture and set of values at SYIT, to protect the new company’s relationship with the first big client, LMT, and also to have a better chance at securing more European clients. Solutions: i. A company-wide exercise where each employee could anonymously recognize a problem in the company, and recommend a solution to it. They could also provide a secret code along with their contribution. At the end of the week, the top 3 solutions would be announced in a town-hall setting with a lot of fanfare, and the winning employees would have the option to come forward with the secret codes that they had provided with their contributions (as proof that it was indeed them who presented the solutions), or they could choose to remain anonymous. This would give the employees confidence that their negative feedback is also welcome at the company, and would, in fact, be rewarded if it led to a positive change at SYIT. ii. An exchange program could be implemented between SYIT and LMT, where small batches of employees could be sent from Pakistan to Denmark, and vice versa, for perhaps a month at a time, to directly work with the team members on the other side of the world, and develop better cohesion. This would serve the added function of separating junior SYIT employees from the superiors in Pakistan by geography and time zone, making them rely on solely their own selves for that period of time. They would increase in confidence, feel more comfortable taking decisions, and learn from the open work culture found at LMT, which would help transform SYIT’s culture over time. Also, LMT employees could learn from Pakistan the value of longer-term thinking, greater loyalty and relationship building (collectivism).

Communication Strategy i. Discuss the above solutions with LMT over conference call, as they are the major providers of loan capital that SYIT started with. Explain to them the cultural differences between the two countries, and the need for special initiatives to make employees more responsible, confident in their own ability, willing to take risks, focus on innovation, and be rewarded for success. Take LMT onboard, especially for the 2nd solution. ii. Once LMT is onboard, call a townhall meeting, followed by a company-wide email, to announce the “Find a Problem, Tell us the Solution” exercise (can think of a better name). Assure them that the

responses are welcome, and there will be no repercussions whatsoever. This would help increase employee engagement, and make them feel more involved in the company. A week later, call a similar town-hall, with LMT also present on conference call, where the best solutions are highlighted and rewarded, if those employees choose to come forward and claim their contributions. iii. At the end of the reward meeting, announce the Exchange Program, and include input from LMT representatives as well. Make employees excited at the prospect of travelling to Denmark, and make them feel valued. Good: Outsource Haris: Problems: Need to fix culture to bring it in line with LMT’s requirements of an open culture, which will help SYIT attract both European clients too - Single point of contact = PM (participate in meetings, follow up etc) - Need participation, autonomy and open communication with team members - Need to discuss minute level details - Need open communication with the clients - ***Implement and iron out team extension model - Make culture easy to change, agile. That can morph according to the needs of the clients culture. - Structure for project outsourcing model (don't go into details) - Create a culture of self steering individuals - Create a culture of open minds, taking ownership - Control structure for Clients team (detailed problem can be read on pg 5 of the case) - Authoritative culture of Pakistan ((detailed problem can be read on pg 5 of th case) - Problems with visibility and direction of project - Subordinates were expected to do exactly as they are told. - Need a strong culture in which other people can come and become a part of it. - Masculine culture in Pakistan

Good: Outsource Not a difference of culture, more towards.

Problem (Zohaib and Danyal) IT outsourcing requires close coordination. Share the requirement directly. un official power structures. Cannot uncover problems early Bad decisions can be made if

Solution: (Haris) SCRUM meetings everyday. So that decision can be made and discussed early on

Internal control Reward who take ownership/ encourage risk taking. Encourage a culture of consultations Have and hier knowledgeable and experienced people. D* Outsourcing program The senior should be accountable why have they created an air of fear around themselves. Leadership communication and escalation in the case of non-complience of customers. Sol for prob on pg 6. Respectfully. Create a culture where managers are open to good idea. This can be done when people have the interest of organization first. Prob of visibility: SCRUM

Comm strategy: Have a townhall meetings. 1) Initial meeting 2) Quarterly meeting to steer the direction 3) Evolve program. Share what is expected Encourage people to speak up. Motivated if the leader is saying speak up. Use your head to come up with magical solutions.

Few pointers on which we could write if we want in problems: Employees are generally reluctant to adopt a new culture in the organization. If a certain culture works in one organization, doesn’t necessarily mean it would work for another organization. Different working styles at both the organization. Teams at LMT not paying heed to what members of Pakistani team want from them, thus maybe creating a conflict. (Page 5) Too many parallel projects and teams at the same time. Lack of direction and visibility. Employees not knowing what they are actually doing. (Page 5)...