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A PROJECT ON

The Case Deveoplment on Kalpataru Power Transmission Ltd. Gandhinagar


On
“From Organization Mind Set to Global Mind Set
around Customer & Relationship”

Submitted To: - Prof. Satish Nair

Date Of Submission:- 08th Dec, 2010

NAME ROLL NO.

Submitted By:- Tanmay Vora 082163

Mona Sharma 082140

Tejas Shah 082164

Dhaval Kalathia 072014


A. EXECUTIVE SUMMARY

KPTL is one of India’s leading companies in the design, testing, fabrication, erection and
construction of transmission lines and substation structures up to 800 kV on a Turnkey / EPC
basis across India and Overseas.

The company has latest Design / Engineering capabilities with own proprietary Design and
Drawing software packages. The company has its own in-house sophisticated Tower Testing
Station and R&D Centre, which is a state-of-the-art facility with capability to test square /
rectangular base towers. The company has successfully tested over 200 towers (including over
100 at our own testing station). The erection division has completed the survey, foundation, and
erection and stringing activities of 7500 Kms. of transmission lines.

B. CORE MARKETING CONCEPTS

Based on open national or international tender, routine contract review documents as well as
communication and customer survey, the customer needs and expectation is determined and
documented by the Organization and is communicated to concerned. All these data are
processed and converted into customer requirements by Organization and conveyed to Main
Plant or New Plant Division depending upon the order and production schedule. While preparing
customer requirements consideration is given for obligations related to product as well as
regulatory and legal requirements.

As see the scarcity of power for rural & undeveloped area in nation and globally, there will be a
huge NEED & WANT of power to produce, Transmit and Distribute for development of nationally
and internationally .So, There is a full demand of Transmission line towers.

We provide towers as per standards and specification to customer at required place & time in
exchange of these goods and services. We are provided money from customer to survive and
grow our business.

We always focus to enter in new region and counties to find out the market. As we are now
entering in the market of USA & CANADA.

For keeping the good relationship with customer, some time we get the project of small quantity
orders from customer.
When we get the customer complain we carry out the root cause analysis and finding the cause
and taking corrective action on non conformance to avoid the same in future, which is enhancing
the customer satisfaction & Good relationship with customer for long term business.

We diversified the business to backward & forward integration, which help us to provide all kind of
services towards to our valued customers.

C. ORGANISATIONAL MIDSET

A major issue for KPTL’s is to having strong organizational mindset regarding providing deployed
quality to different customers & maintaining differed relation with them.
Organization has a various customers from PGCIL, State Electricity Board, ADANI, ESSAR &
export client like ABB, POWERLINK (Australia), TRANSCO. USA. Managers give importance to
export order more than domestic customers as they seek incentive from export order. Due to this
mind set domestic customer tries to shift from KPTL to KEC & GAMMON group. Company needs
to create Global Mindset across manager level & especially towards TOP level Executive; after all
they are the key drivers.

From Organizational Mind Set to Global Mindset for Customer

"When going global, you have to communicate to everyone what the company vision is
and what the long term goals are. And then you have to follow through and design processes
that force the interaction to continue. Every single employee must believe that there is a great
value in managing the company in an integrated way. To do that, you have to bring people
together on real projects that tackle real problems or that explore opportunities on a cross border
basis.”
David Whitwam, CEO, Whirlpool*.
A major challenge for KPTL’s is to develop a cadre of managers, who can understand and
respond to the needs of the international business environment. These managers need to go
beyond a narrow national perspective towards a multidimensional view, which takes into account
the requirements of the entire global system. In other words, KPTL’s have to create a cadre of
people who are comfortable with 'global' careers.

Today, global managers need to bring to the table a variety of skills. Besides the
traditional job related and decision making skills, what is most crucial is the ability to appreciate
the business requirements in different countries. Global managers have to display a considerable
amount of cultural adaptability and cultural sensitivity. One of their important jobs is to build teams
consisting of people from different cultures, races, nationalities and religions.

This caser will deal with some of the special challenges, which KPTL’s face in the
selection, training and development of their human resources in general and expatriates in
particular. It will also look at some of the key behavioural issues faced by KPTL’s in the
coordination of their activities across the globe.

D. Alignment with Vision and Strategy

The organization’s strategy is critical in determining the outcome of any global mind set plan. A
global strategy will ultimately effect the structure of the business, and in turn, will decide how
many executives of one type or another will be required (e.g. functional managers, country
managers, global business managers etc), and by when. It will affect the type of global work to
be carried out, where in the world it is to be carried out, as well as the numbers of executives
required to carry the work out, and the transitions they need to make in order to stretch them
beyond their narrow areas of expertise. For example, if the global strategy dictates that the
business will remain locally (as opposed to relocating its headquarters overseas), then the
question will be how to expose local managers to the global strategy. Conversely, sending
expatriates to run local operations will require the development of expatriates to run businesses in
other cultures.
E. Ownership

Global mind set requires continuity – which means signing up to a high degree of commitment.
Starting at board level and CEO level, senior management constantly and actively engaged in the
succession planning process as well as define criteria for selecting and developing the global
mind set.

F. Provide Incentives

One way of getting senior management to take global mind set succession seriously is to create a
financial incentive. In this way, part of the criteria for a senior executive’s salary will be his or her
significant engagement in global succession planning. One example of this will be how he or she
builds in rewards and incentives for developing global leadership skills with direct reports.

G. Carry Out a Global Mind Set Audit

Company is paying close attention to the organization’s global strategy, organizations which
identifying the specific global perspective behaviors and competencies that global leaders will
need in order for them to succeed globally within the organization. They also track where existing
global knowledge and competencies exist, as well as identifying the gap between present and
future business requirements.

Use Competency Tools That Support Global Mind set Development

A wide variety of tools, assessment centers, 360-degree feedback mechanisms, interviews and
tests exists for facilitating the decision making about global mind set and development. Some of
these instruments are used to find for some generic areas of global leadership development.
Company ensures that the combination of tools and instruments you eventually use are designed
specifically with aspects of global leadership development in mind.
H. Use of a Database Management System

System is already in place, it incorporates a strong global element that identifies potential global
leaders, tracks global careers and assignments across the organization and exposes a plethora
of global-facing scenarios. The system holds key global leadership criteria, such as personal bios,
critical global leadership skills and global leadership succession requirements as well as identifies
potential future leaders with succession in mind.

I. Development Orientation

Both Human Resources and Operational Management should ensure that a Personal Global
Development Plan is in place for high potential global executives, or incorporate a strong global
development element within existing personal development plans. As part of the Global Mind set
Development Plan, an assessment takes place which involve a variety of instruments in order to
take into account global developmental needs, in line with the strategy and culture of the
organization. Based on the results of the assessment, a developmental review is prepared which
incorporate ongoing development. Additional training is provided, in conjunction with ongoing
developmental global experiences. However the ongoing nature of the global leadership process
may require mentoring and coaching – which is much more powerful area of global leadership
skills development. Global Executive Coaching, or Coaching for Global Effectiveness is an
emerging specialization within the field of executive coaching and mentoring specifically designed
to develop global leaders. Company has used these techniques in Kalpataru Lakhsya centre.

Integration Global Mind set Succession Planning with Recruitment,


Development and Retention

These 3 areas are critical for every global mind set succession plan. Organizations who place a
great degree of emphasis on global mind set succession planning become attractive brands for
new recruits, precisely because the global business provides opportunities for global exposure
across the world, and because individuals are rewarded on their global competencies. At the
recruitment stage, it is important to find candidates who clearly demonstrate an interest in global
as well as some of the qualities that reflect global mind set.
I. Rotation, Rotation, Rotation

It is always easier to keep executives doing what they already do very well rather than to expose
them to new environments. The danger of this approach over the long-term however is that it can
create silos of specialization. If the encumbent executive suddenly gets hit by a car, then several
well-qualified replacements will have been identified to take his or her place. That is why it is
important to promote and move people onwards for developmental reasons and within an
environment where it is safe to take on new stretch assignments and practice new things.

J. Training & Orientation

Training plays an important role in creating the right orientation among managers. Most
executives have the natural tendency to believe that the management styles which have worked
for them in their home country can be taken with them when they are posted overseas. Training
programs can warn them about the dangers associated with this approach. Training can also
make managers aware of the customs and values of the foreign country and teach them how to
deal with local people in a sensitive way. Cultural assimilators can also be used. Before an
overseas assignment, managers should also be briefed thoroughly on what is expected of them.
In the absence of such initiatives, expatriate managers may have adjustment problems when they
are suddenly vested with power and prestige in a distant overseas location.

KPTL has developed Kalpataru Lakhsya Learning centre which is being used for In-house
training as well Training from Outsiders also. Company conducts various Management
Development Program for his bright employees. Company plans to provide cross cultural training
to cadre level mangers for their global mindset which is highly required for them.
C. CONCLUSION

KPTL has given an excellent account of the new capabilities required in managers who run global
operations today. They argue that organisations need to move beyond the paradigm of strategy,
structure & systems to purpose, process and people. Essentially, what they mean is that strategy
formulation can no longer be left to the top management as knowledge resides in different layers
of the organisation. Instead, top management should define the corporate purpose and leave
strategy formulation to the lower layers. A structure alone cannot guarantee effective
implementation of strategies if behavioural processes are not aligned with corporate goals. Lastly,
well-designed management systems are no match for highly motivated, and well-trained, self-
driven people who can take into account the interests of the global network as a whole.

According to KPTL, organizations that are most successful in developing


multidimensional capabilities set themselves three key tasks. They attempt to shape the
organizational psychology, which consists of the beliefs and values of employees. They aim to
reorient the organizational physiology by excellent communication and decision making
processes. When these objectives have been largely met, they attempt to realign organizational
anatomy through changes in the formal structure.

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