Abstract
This case investigates the external consultant’s organizational diagnosis aimed at understanding the imperative for change within Infotics Solutions. It explores various concepts, including the nature of planned change and the resistance exhibited by employees. Emphasis is placed on the necessity of a comprehensive organizational diagnosis before embarking on the change process, highlighting the pitfalls of relying solely on a leader’s intuition and experience to initiate change. Furthermore, the case underlines the implementation of human resource management interventions and their significance from both employee and organizational standpoints. It addresses the protagonist’s recognition of the need for external consultants’ expertise to grasp the problem and devise a strategic change process. The consultants’ methodical approach to planning change across different themes to achieve organizational objectives is elucidated, featuring the importance of employing the right diagnosis technique in situations where the problem is unclear. The case also showcases the consultants’ analytical approach to problem-solving, offering specific solutions tailored to the organization’s needs. Ultimately, it illustrates the challenges faced by organizations that lean heavily on past successes and struggle to adapt to evolving environmental demands. Lastly, the case highlights the importance of analysing survey results and implementing theme-based interventions to address the issues confronting the organization and its employees at Infotics Solutions.
Annexure
Table A1. Survey Questionnaire and Results.
| Sl. No. | Parameters of Survey | Strongly Agree (%) | Agree (%) | Somewhat Agree (%) |
|---|---|---|---|---|
| 1 | My team and I contribute to accelerating transformation in high-impact fields—such as safety, engineering and healthcare | 64 | 36 | |
| 2 | My commitment to delivering high-quality technological solutions inspires my team members to give their best | 60 | 40 | |
| 3 | I believe that my work output has a high human impact on my team members’ effectiveness | 52 | 48 | |
| 4 | I am delighted with my engagement levels with my team members through my managerial efforts | 32 | 56 | 12 |
| 5 | I get clear direction from my superiors on our ‘organizational purpose’ and ‘future challenges’ | 32 | 64 | 4 |
| 6 | I am confident that I can meet current and future challenges in alignment with our organizational purpose | 36 | 60 | 4 |
| 7 | My superiors communicate actionable clearly and effectively to me | 36 | 52 | 12 |
| 8 | I am confident that I provide my team members and colleagues with an apparent understanding of our organizational purpose and goals | 28 | 68 | 4 |
| 9 | My team members and I align completely with ‘organizational purpose’ in their day-to-day operations | 44 | 48 | 8 |
| 10 | I communicate effectively and in an actionable manner to my team members | 32 | 64 | 4 |
| 11 | I design and execute ‘purposeful action plans’ with my team members | 20 | 76 | 4 |
| 12 | My team and I are adequately prepared to meet future challenges | 24 | 48 | 28 |
Source: Data collected during the study.
OPEN IN VIEWERTable A2. Purpose and Problem Statement of Change Initiative Sessions.
| Sl. No. | Purpose | Problem Statement |
|---|---|---|
| 1 | Clarity and effective communication on future vision/direction/our strategy for the future | Enhancing the manager’s capability to translate and communicate the organization’s vision to the team |
| 2 | Building trust and collaboration within the India Development Centre | Strengthening the synergy between the teams for a larger organization goal despite the focus on their own program goals. (Aspects to focus on are inter/intrateam trust and collaboration.) |
| 3 | Culture of experimentation/innovation/eliminating fear of failure/increase risk appetite | Increasing the organization’s innovation quotient by encouraging and embracing failure, increasing risk appetite and creating a culture of experimentation |
| 4 | Building skills for the future/career path | Building skills and enabling the organization for the future |
| 5 | Increased customer connect and understanding of their upcoming needs | Enhancing the ability to forecast future customer needs through effective customer connections |
| 6 | How to read in ‘between lines’ in a remote conversation: 1. Understand the human emotions/dynamics and differences between face-to-face and remote conversations | Enabling team bonding and increasing employee engagement during this period of remote working |
| Leading in a hybrid model: 1. Building talent and assessing potential in a remote environment 2. Motivating and leveraging to the fullest potential in a remote environment |
Source: Data collected during the study.