Cultural Transformation At Microsoft IT India Too Fast Or Just Right Case Solution

The lack of leadership was also prevalent at the organization in India and there was no transparency within the communication channels. The tasks were assigned to them from teams that were based in Redmond, US on a project by project basis. The organizational structure of Microsoft India was also based on the same lines as in Redmond; it had several different Business Process Units (BPUS) that were working in silos. In addition to that, another major challenge for the employees was to report to Microsoft IT Redmond and only a few had to report to Microsoft IT India. This lead to the fragmentation in the teams as they had a structure of dual reporting. 

2. Identify the Major Change Agents in this Case and the Relevant Stakeholders in this Change Effort. What is the Fundamental Goal / Vision of this Change Effort? What is the Rationale Behind it? 

Biyani took an initiative to develop the organization into Regional Talent Hub (RTH); the model was aimed at bringing together the engineering resources into a shared pool and the employees were no longer required to report directly to Microsoft US instead to Biyani (Bose, Vallurupalli, & Joshi, 2015). The stakeholders of Redmond were at first doubtful about it however they were satisfied later. Biyani further planned to change the culture of the organization into game changers. Biyani and Singh worked together on the project of cultural transformation and after a thorough assessment, they concluded that the employees of India were oppositional, competitive and they lack collaboration which is creating inefficiencies. Biyani was of the view that there is a strong momentum of change and believed that it was the right time for the transformation, however, Singh was not convinced. She believed that the organization has already gone through restructuring and hence the timings and the pace of the transformation is not appropriate.