SYIT: Changing the Corporate Culture
(6 pages of text)
On February 1, 2013, the managing director of software development firm SYIT, sat in his office and gathered his thoughts on his new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Its managing director had expended months of effort to move the entire project team from his previous employer to his newly formed company, but the real challenge lay ahead. SYIT needed to reduce the cultural gap between its team and its primary client, one of Denmark’s largest publishing houses. The managing director’s ultimate goal was to create an organization that was flexible and innovative—like the European clients that he wanted to continue to attract. How could he implement a strong company culture to ensure that all employees projected one consistent and effective working style across SYIT’s different projects and clients?
The case can be used for modules of the following courses: introduction to management, human resources management, cross-cultural management, and change management. Students must have an understanding of organizational culture and change management in order to debate how best to facilitate the organizational culture change that is needed in this situation. After completion of this case, students will be able to
- discuss how corporate culture affects the way a company deals with its clients from different regions;
- analyze the problems associated with changing an organization’s work culture;
- assess how to facilitate and manage a change of work culture in a new organization; and
- determine how corporate culture and effective communication can modify working behaviour and align it with organizational strategy.
Information, Media & Telecommunications
Pakistan, Small, 2013
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