The case traces the history of BPCL, its redesign programme, the effects of the redesign on the company's strategy, its shared vision and values, changes in the organisational structure and the role of strategic human resource management in the redesign process. The case focuses on five key issues: (1) liberalisation and privatisation in an emerging country context and the deregulation of the petroleum industry in India (environment), (2) the linkage of shared vision and values to the redesign process (strategy), (3) the redesign process (structure and process), (4) the role of strategic human resource management during redesign process (people), and (5) successful implementation of the change process (performance). The case ends with the impending privatisation of BPCL. Lien vers l'article
SOM, A. (2004). Organizational redesign at BPCI : the challenge of privatization. ESSEC Business School.
Mots clés : #Restructuring, #Redesign, #Privatisation, #Liberalisation, #Industry-transformation, #Indian-oil-industry, #Strategy, #Change, #Culture, #Coordination, #Integration, #Differentiation, #Strategic-human-resources, #India, #Strategy-and-General-Management