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Origo Commodities: An Agonizing Decision
內容大綱
Origo Commodities Indian Pvt. Ltd. (Origo) had grown to achieve revenue of US$40 million in just a decade, making it one of the leading players in India’s agricultural commodity sector. The co-founders had explored various avenues to accelerate growth but had repeatedly encountered employees’ discomfort with implementing technology. By 2020, with emerging competition, growing investor interest, and the movement of government processes to online platforms, they needed to take tough decisions now to grow further. Would restructuring the organization and hiring technology-proficient replacements be their only option? Since the employees had been with Origo since its inception, replacing them would be an agonizing decision. The founders had to decide what to do and how to do it before their investors’ meeting in four weeks.
學習目標
This case can be used in elective and core courses, at the undergraduate and graduate levels, in business strategy, communication, organizational behaviour, and information systems. After completing this case, students will be able to do the following:<ul><li>Use a reverse SWOT analysis to identify external and internal challenges faced by an organization.</li><li>Explain whether an organization needs to be restructured or not.</li><li>Outline how to overcome employees’ resistance by identifying their psychological barriers. </li><li>List the principles for persuading employees to work toward organizational objectives.</li><li>Implement technology to scale a business and leverage gamification to ensure enthusiastic participation from employees.</li></ul>