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Niroshi Abesinghe.
Dilrikshi Pothupitiya.
Pradeep Rajalingam
Waruna Dissanayake.
Dulara Samarashinghe.
Dhanushka
Dallas De Zilva
Ravi Fernando
Presented by
Presentation by Team
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Crisis
Performance gaps
New technology.
New opportuni ty and competi tion.
Mergers and acquisition
Sake of Change
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42 Companies.
Employee base of over 30,000.
Primary Businesses areas and Activities
Super Markets.
Tire Manufacturing.
Furniture.Automobile.
Agriculture.
source - Internal
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0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
RS'Bn
RP'S Top - Line - Rs in Bn
Year
Revenue in Rs.Mn (500)
-
500
1,000
1,500
2,000
2,500
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
RS
.inBn
RP Profit/(loss) - 2002 to 2011
Year
Profit/ Loss in Rs.Mn
Top - Line
Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Revenue - Rs in Mn 4,351 5,237 10,119 13,094 15,628 20,143 21,103 22,339 27,242 31,498
Bottom - Line
Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Profit/(loss) - Rs in Mn 126 481 870 529 306 (215) (329) 580 1,681 2,340
Source : Internal source
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The main two Changes at Richard Pieris.
SBU Concept (1993) Management Structure change (2001)
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Employees Major Concerns
Fear of loosing jobs
Job Insecurity in the future
Loss of benefits
Decentralized Departments
Appointing CEOs to SBUsObjective driven
Labor Union Strikes
&Financial lost
for company
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RichardPierisPLC
RubberSector
Tyre
Sector
PlasticSector
RetailSector
PlantationSector
Service
Sector
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The take over of the management by Dr. Sena Yaddehige
(2001/2002)
A new Vision & Goal
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Richard
Pieris
RubberSector
CEO
GM
AssistantManager
Staff
TyreSector
CEO
GM
AssistantManager
Staff
PlasticSector
CEO
GM
AssistantManager
Staff
RetailSector
CEO
GM
AssistantManager
Staff
PlantationSector
CEO
GM
AssistantManager
Staff
ServiceSector
CEO
GM
AssistantManager
Staff
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Forcing
Accommodating
Avoiding
Compromising
Collaborating(Win- Win)
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Organizational Culture can be defined as "the collective programming of the
mind that distinguishes the members of one organization from others
- Geert Hofstede
The New Culture
Innovation.
Risk taking.
Target orientation.
Profit orientation.(bottom Line)
Extreme concern for cost efficiency.
Self sustenance .
Finally a global orientation.
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Culture Change (pre)
Family oriented culture (Power
culture).
Role culture
Culture Change(post)
Business oriented culture.
A culture thats aligned along
with international organizations
Hybrid culture (Role and task)
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Create urgency
Form a powerful coalition
Create a vision for change Communicate the vision
Remove obstacles
Create short term wins
Build on the change
Anchor the change in corporate culture
Kotter
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Have a proper decision making process Innovation should come from all departments and
sections of the company.
A well planned learning environment should be
implemented. Have a structured HR department.
Questions ?
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