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

Hindustan Petroleum (HPCL), in 2003, faced with an urgent need to change the way it operated externally, adopted a highly innovative approach to communication within the country. This case is set in 2010, provides an overview of new and more interactive model employee communications that HPCL is presented as part of their efforts to adapt to increased competition in the market in the early 21 th century. (HPCL, previously fully state-owned company in the state-controlled industry, began working in a privatized environment.) In the heart of the new model was a series of "vision workshop" structured interviews, in which employees of all levels of the company involved in the development of strategic and organizational vision for their regional offices, its business units and the company as a whole. The case also discusses the use of HPCL on digital technology to enhance employee communication, and its leaders focus more on the direct interaction of the "one-on-one" with the staff and some of the consequences (both external and internal) of a conversational model of organizational communication. C HPCL was 2010 Fortune Global 500 company, with more than 11,000 employees and annual revenue of more than $ 23 billion. question that executives now face, whether HPCL novel approaches to communication with employees had to meet its next phase of development of the internal and external growth . "Hide
by Boris Groysberg, Michael Slind Source: Harvard Business School 26 pages. Publication Date: April 5, 2011. Prod. #: 411077-PDF-ENG

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