個案資料
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Cooptex: Reinventing Itself
內容大綱
In August 2015, the managing director of the Tamil Nadu Handloom Weavers’ Co-operative Society Ltd. (Co-optex), an Indian state handloom co-operative, was preparing to receive an award for one of the organization’s products during the first National Handloom Day celebrations in India. While the award was a validation of the managing director’s efforts to revive Co-optex, which had accumulated significant losses for 13 years, his worries were far from over. Co-optex faced a host of challenges, both on the demand and supply sides. The public-sector organization had experienced a 77 per cent decline in profits over the past year. The director wondered what constituted failure for a public-sector organization. How should Co-optex reinvent itself in a changing competitive landscape to stay ahead of competition and remain relevant in the context of the changing profile of Indian customers?
學習目標
This case can be taught in a general management or strategy course or in an executive program for senior government officials. After working through the case and assignment questions, students will be able to understand<ul><li>organizational failure and turnaround;</li><li>demand–supply dynamics in the handloom sector and the organizational challenges posed by such dynamics;</li><li> turnaround strategies for public-sector organizations; and</li><li>the role of a leader during turnaround and the challenges of turnaround leadership in public-sector undertakings.</li></ul>