changes in life-organization culture

ORGANIZATIONAL CHANGE

TERM PAPER 02

CHANGE STORY

@

Saurav Chemicals Ltd.

I N T E R N A T I O N A L M A N A G E M E N T I N S T I T U T E , N E W D E L H I

E X E C U T I V E P O S T G R A D U A T E D I P L O M A I N M A N A G E M E N T

S U B M I T T E D T O :

D r. M A M TA M O H A PAT R A

[Abstract: This story revolves around the changes in an individual in his professional life, The narrator describes a story of his previous organization Saurav Chemicals Ltd, the changes took place and tells about the major drivers responsible for those changes.]

Submitted By: Modak Priy (08XPGDM31)

Change in Professional Life:

SCL Vision 2010

To be an Internationally recognized supplier of APIs andPharmaceutical Intermediates to the regulated Markets.

To create a Biotechnology Knowledge Centre with focus on Biotherapeutics

To establish a GLP compliant CRO Facility offering Contract Research and Technical services

Leaders in Trading, Sourcing, and Distribution of Pharmaceutical and allied Industry related products in Asia and Europe

SCL Mission

Our Aim: Planet, People & Profit in that order of priority

Our Focus: Harnessing India's knowledge skills for alleviating human suffering

At SCL , we aim to establish ourselves as a leading company involved in the manufacture of Bulk APIs like Clopidogrel, Sertraline, Ketorolac, Pantoprazole, Rabeprazole, Amiodarone etc., Advanced Pharma intermediates - Bromo Acid, Chloro acid etc. & in the development of therapeutic recombinant proteins and monoclonal antibodies.

Established in early 90's, SCL built its business working alongside large Indian Pharmaceutical Companies like Ranbaxy, Lupin etc. Progressing rapidly from intermediates to API manufacturing, SCl has established several strategic alliances in the domestic and international markets. Focusing on international markets, SCL manufacturing facilities have been built to comply with EU-GMP and USFDA norms. In keeping with the times, SCL has taken


initiatives in growth areas like Biotechnology. All trading activities now being upgraded to into Distribution and Logistics business

Its main Business Areas are:

Manufacturing of Bulk APIs and Intermediates Custom Manufacturing and Custom synthesis

Trading in APIs, Pharmaceutical Intermediates

Biotechnology Division:Custom Research in Antibodies, Recombinant Proteins, Elisa Kit development, Multifuntional Microarrays, Oligoarays etc.

Speciality Chemicals Business Division.

External environment of Organization:

In the year 2005, when I joined the organization as a project engineer, SCL was eying towards globalization, an existing plant for Manufacturing Fine Chemicals and Advanced Intermediates, was doing well and the founder of company wants to achieve further goals like to get an International recognization, to export drugs outside india with their own label. Previously SCL was engaged in active pharma ingredients which was consumed by Ranbaxy, Lupin Pharma and Dr. reddy Labs india ltd( all inside India).

A new concept towards identification in global market was introduced by Managing director-Parween Kumar.

The constraints were studied like financial constraints and being a new player in API drugs, a new strategy developed to achieve this goal, the strategy was to get an order of job work for an export base drug, so that ‘manufactured by’ label can be endorsed into the global market which will ultimately facilitate the way to enter into the global market of API (Active Pharma Ingredients).

Internal environment of Organization:

The Internal environment was very competitive at that time, A new plant was about to set up, manpower was not sufficient at that time, the deadline for the completion of the project was after 1 year, Dead line to achieve the breakeven point was setup after 1 year ie, Jan2007 and finally deadline to clear the Audit for US-FDA and EURO-GMP was decided Dec 2007.


Story of changes

Change 01:

After joining SCL, first I have to look up the purchasing of our items, since manpower was short at that time so I was given additional responsibility of purchasing capital items, creating specification and detailing of the equipment and machinery, since it was totally new job for me so first it seems very hard to me but slowly I learned the micro and macro aspects of purchasing and negotiations.

Change 02:

After arrival of all capital items and machinery within the schedule timings, I return back into projects.

Although my previous experience was in projects but here the scope of projects was too big, I had to take care of construction, quality norms as well as electrical, which was again very new exposure to me. We succeeded to complete the projects within the time period.

Change 03:

Now it was the time for technology transfer from Ranbaxy. The team of 2 member within our organization and Team of 6 member from Ranbaxy formed, a collaborative process taken place it was also a new exposure to me to import a technology from other organization and to implement it successfully.

Change 04:

Now the time was coming close to give audit of our plant, which was the last goal of our strategic plan.

An audit by European country is a very tough job to be considered, a big team is needed, moreover a culture to be followed to respect the quality norms, to check and to crosscheck it further, to rectify the mistake within one year.

A cross-cultural team was formed within the organization, each cross-cultural member was headed their respective department, like I was heading the


engineering department, warehouse-Manager was heading warehouse department and so on respective person were included in the team.

To work with such a team was also a new exposure in my whole professional career. I take this responsibility very seriously and we worked as a team, and after 1 year of very hard work we got success in EUROGMP Audit, although our USFDA Audit couldn’t get a 100% clearance, some points were required according to USA norms and we given time of another 1 year to get those compliances.

Major Drivers (pressures) of the change:

Environmental Pressure

01. Fashion Pressure:

Fashion pressure was present in terms of adopting new ideas like attending training programs, applying latest innovation in our plants, Applying new formats for documentation as in the process of maintaining Audit preparation, Reengineering and adopting new corporate culture.

The other key players are also changing because of a new fashion that everyone changed his or her way of work according to European norms, so its become a fashion in our organization to change according to that and to include in newly and adoptive groups.

02. Mandated Pressure:

Since it was mandated in the European norms that we have to follow quality norms and documentation, so it was Mandated pressure that compelled me to change according to mandatory requirements in our process and documentation.

03. Geopolitical Pressure:

The presence of geopolitical pressure was in terms of Technological changes which require more technological advancement and technological knowledge happenings in the pharmaceutical industry. The skill, like AutoCAD was learned by me was due to this technological change, it was a demand of situation that we should also be technologically superior to overcome barriers in documentation, so


everyone attended several training program and several technical software to smooth our operations.

04. Reputation and Credibility Pressure:

As I entered in the organization as a project engineer, so it was supposed that I have knowledge of all project related jobs as well as techniques. Moreover I was considered as a person who can jell easily in a new environment, so a type of reputation was build up on my image which always motivated me to accept the changes.

Internal Pressure

01. Growth Pressure:

Since it was the organization that gave me new opportunities for various tasks so it was somehow imposing a pressure up to me, I realized that if I want to grow in this organization I have to change and I have to adapt the changes whatever the organization expects from me.

To grow in an organization as well as outside the organization, in your career path it was necessary that I get the experiences of these tasks and the organization was providing me these opportunities, so growth pressure was reflected very high in the changes in my professional life.

02. Identity Pressure:

Since I was an engineer and there was an identity of engineer that “an engineer can do anything”, I was adhered to this quote and to prove this I was always ready to accept the task that was in line to my identity.

03. New Broom Pressure:

It was a new broom phenomenon that old ways are about to change, It was a new concept that if we have to clear the audit we must follow new practices and new method to do our jobs. Each job was added by written document known as standard operating procedure (SOP), a new terminology was used. Previously the whole operation was directing towards manufacturing, but now due to new broom pressure


it tends towards manufacturing by standards practices with written procedures.

Order of Change

In the case of my organization it was facing a second order change since it was going from domestic market to international market.

As for as order of change in myself, it was:

Mid order change for change 01 because I learned totally new experience and it was a change beyond my boundaries which added a new skill in my professional life..

First order adaptive change for Change 02 because it was within my premises, although I learned a new experiences but it was just a wider one. To stay competitive and to

First order adaptive change for Change 03 because it was also with in the scope of my job responsibilities, to stay competitive and in job a pressure was imposed to do that job.

Second order, transformational change for Change 04, because it was designed to fundamentally alter the basic nature of the organization, a cross functional team was formed for specific purposes up to a specific task.

Key Conclusion:

1. For personal change, people come under pressure when they lost their confidence to manage the change, a good planning skill and self awareness can make the person ready to accept the challenge and tackle the pressure for change.


2. Every change must be treated as positive, there may be two series of thoughts that whether the change is favorable or not, but to take the change negatively, we must accept it positively and try to do our level best effort to manage the change. The person who resist the change has to face problems in their life.

3. There are various physical techniques and exercises to manage the pressures. Meditation and mental exercise are simple one. The physical exercises like stretching and night walk are the popular one.

4. The simple change in attitude like sense of humor, a deep analysis why changes are necessary and an incremental plan to manage the change can also assist to cope up the pressure.

5. Communication also plays an important role to manage the change. If it is communicated properly that this change is mandatory and why it has to adapted and how it would be implemented can make the doubt clearer.

Reference

www.sauravchemicals.com


http://www.sauravchemicals.com/

changes in life-organization culture

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