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8/8/2019 Group3 OB Final Presentation 3.0
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Group 3 (Sec. A) - 2010
Ankit Malik PGP/14/009
Jubin Vora PGP/14/032
Karthik Vijayan PGP/14/033
Madhukar Anand PGP/14/036
Sukesh Kumar PGP/14/053Tanoy Dhar PGP/14/055
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` Intr d cti n
` NA
` Envir nment
` Strategy` Organizati nal Str ct re
` C lt re
` echn l gy
` Eval ati n f Organizati n
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Engineering
Employee Strength
11500
Geographic
Expansion5 plants ± Chennai,
H s r, Bhandra, Alwar, Uttaranchal
Capacity
0 engines/day
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AshLey
S pplier OEMs
B sh
S
C mpetit rs
lv
ata
Mahindra
SteelInd stry
Credit Availa ility
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AshLey
G vernmentReg lati ns
Ec n my
Inc me emand
Emissi nn rms
FreightRates
Infrastr ct re
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` Dist r ed Reactive Envir nment Due t High C mpetiti n
` High Entry Barriers in existing segments
Cust mer percepti n and l w c st techn l gies` Threat f well esta lished f reign players
Ec n mic changes
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Defenders
Limited Pr duct Range
Narr w Market
Gr w thr ugh C st reducti n and efficiency impr vement
Sta ility
High F rmalizati n and Centralizati n
Analyzers
M ve int new pr ducts/market
/Imitati n
Impr ve Pr cess efficiency/restr ucturing
Flexi ility and Sta ility High Level f Standardizati n
M derate level f Centralizati n
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Managing Direct r
WTD (1)
SD ED (6)
GM (1 )
DGM ( 4)
AGM (40)
Divisi nal Manager
Deputy Manager Seni r Manager
Empl yee Ass ciates
Plant Direct r
CFO
Earlier
Narr w pr duct lines Centralized Str ucture
Current
Multi Pr duct Multi Market Decentralizati n Divisi nal
Str ucture
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Individual Initiative
Risk Tolerance
Directi
on
Integration
ontr ol
Identity
Reward System
onflict Tolerance
Encouraging Initiatives <-> r oss FunctionalTeams
Emphasis on Lifelong Employment <-> Highrisk tolerance
Traditional values <->Adherence to policies
than perf ormance
Needs Impr ovement <-> Passing the uck
Hierarchical Str ucture -> Decentralized at sub division
Not as a single whole <-> Independentbusiness units
Robust System and f ocused on perf ormance
Low Tolerance<-> High internal politics
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Customer Oriented Culture
Low Cost MarketStrategy
Mass Pr oduction Routineand Engineering Technology
Centralization andFormalization Structure
Stable butcompetitive/Dynamic
Environment
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` Impact of Strategy and Culture
In line with other competitive manufacturing organization, ALL exhibits High
Formalization. Employees are generally expected to demonstrate a specific behavior.
Formalization
The size and requirement of sustaining in competitive envir onment has lead to HighlyComplex culture which is spread over different geographies, business units andheirarchies.
Complexity
Though traditionally ALL exhibited a high centralized culture, the hierarchical str uctureis slowly transf orming into a decentralized organization where greater power andcontr ol is being delegated to the sub-divisions
Centralization
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MarketingPr oduct
DevelopmentSourcing Manufacturing Market
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Ashok
Leyland
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³Gr owth Thr ough Delegation´ phase
Issues
olatile Business Envir onment requires dynamic and decentralized
organization str ucture and flexibility
Organizational gr owth necessitates exploring new markets and new
pr oducts
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Pr oductDevelopment
AvailableTechnology
Customer Inspired
Inventory Stock andSell Made t
o Order
Service Passive Tatkaal
DevelopmentPr ocess
Ad hoc Appr ovals
Documentedrisk/rewardtrade-offs
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` http://www.prlog.org/10015 19-ashok-leyland-vehicle-
manufacturer-strategic-insight.html
` http://www.scribd.com/doc/ 8 8085/Ashok-Leyland
` http://www.thehindubusinessline.com/iw/ 010/08/08/stories/
0100808500 0700.htm` http://www.pr-inside.com/ashok-leyland-limited-500477-
financial-r 06886 .htm
` http://www.marketlineinf o.com/library/DisplayContent.aspx?de
alHistory=Ashok+Leyland+Limited
` http://www.marketlineinf o.com/library/FinancialDeal.aspx?R=
FD35 110
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blah
Impact
on Cmarket
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Innovation
Pioneer in bringing new technology
Intr oduced air brakes ,31 1
Breadth
Wider variety Defense sector
Constr uction Equipment
MarketDifferentiation
Customized pr oduct
Accept low volume orders
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