RA Group, a technology consulting firm, introduced changes in 2019 that were impacting the organization and its employees. Employees were dealing with the transition to a new office location and resulting changes to the company’s transportation services, the less private office configuration, a surge of new employees lacking proper supervision, and increased turnover. Employees encountered numerous organizational problems during the change process and were experiencing frustrations with the transition from the way things had been before the changes, leading to an identity crisis and resistance to the changes.
In 2012, Ingersoll Rand India added the position of senior director of engineering for its engineering and technology centres, which were originally established to support the product development activities of the company. The new position was established to lead the currently low-performing engineering and technology centres to a new, more efficient and effective path. Projects had been missing their delivery targets, and there were major differences in the understanding of the requirements among the strategic business unit teams. This all led to continuous changes in deliverables and resulted in customer dissatisfaction. Key employees were unhappy, and some high-performing team members had left the organization. The new senior director of engineering needed to assess the situation and determine whether he had the right organizational configuration to grow and sustain the engineering for its engineering and technology centres in Ingersoll Rand India. <br><br>The case comprises two parts: Part A describes the challenges faced by the organization overall, and Part B discusses the progress between 2012 and 2015.