Hindustan Petroleum Corporation Ltd.: Driving Change Through Internal Communication Harvard Case Solution & Analysis

Hindustan Petroleum (HPCL), confronted in 2003 with an urgent demand to change how it operated externally, embraced a highly innovative method of communicating internally. This claim, established in 2010, presents a summary of the new interactive version of employee communication that HPCL introduced as part of its attempt to adapt to increased market competition during the early 21st century. (HPCL, formerly a wholly state-owned company in a state controlled sector, had begun to operate in an increasingly privatized environment.)

At the center of the new model was a series of "vision workshops" - structured conversations in which employees at all rates of the firm took part in developing strategic and organizational visions for their regional offices, for their business units, and for the company as a whole. The case also discusses HPCL's use of digital technology to improve employee communication; its leaders' increased emphasis on direct, "one-to-one" interaction with employees; and a few of the effects (both external and internal) of this more conversational model of organizational communication.

As of 2010, HPCL was a Fortune Global 500 company, with more than 11,000 workers and with annual revenues of more than $23 billion. The question that company leaders now confronted was whether the introduction of HPCL strategies to communication with employees were not inappropriate to its next phase of external growing and internal development.

PUBLICATION DATE: April 05, 2011 PRODUCT #: 411077-HCB-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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