Case Study: How Organizations Bounce Back After Major Mistakes and What We Can Learn

Hi,

I want to know about any organization that has committed a mistake and has put all its efforts into detecting and rectifying the mistake. Also, the success after rectification.

Dear Kavitha,

Your doubt/concern is not clear. Can you elaborate...?

Regards,
Narendra

I want the name of the company. In the past, if it committed any mistakes, how did they detect those mistakes and rectify them? Is it clear now?

It may be related to anything - organization, employees, society, or marketing strategies.

Dear Kavitha,

Let us not call, name, or categorize it as a "mistake"; rather, term it as a "gap" or "deviation". If a gap or deviation is identified, the root cause behind it must be analyzed through brainstorming with all concerned persons. You have to arrive at appropriate corrective actions along with the target date for the implementation of corrective measures. The same should be monitored regularly or periodically, depending on the type of gap or problem, to prevent its recurrence.

Does this explanation clarify things, or would you like a more detailed explanation?

Regards,
Narendra

Dear Kavi,

INGRAM MICRO INDIA, as mentioned in Dataquest September 15, 2009, edition, experienced 100% attrition! Quite exciting, isn't it?

Cheers,
JPT

A little more effort is required for such assignments. Start by learning about a few top-profile companies because their information is available at your reach on the net. Then you will get to know about their successes and failures and how they managed to correct them. It can even be a company that was bankrupted and then later survived with better planning and apt strategies.

Why don't you consult case studies regarding organizational development? Perhaps "A Tale of Two Cultures" might help you out.

Dear,

There was an article on this site regarding a company experiencing losses and how it managed to overcome them. I believe it was about Malaysian Airlines. Please check it out; it may be helpful in addressing your query.

Dear Kavitha,

Kindly go through a few years back, and you will remember the Rs 5 Coke and Pepsi promotion, which increased their sales figures but brought a huge amount of financial losses.

Hi dear,

You have to do a simple search on Google for a problem faced by Vodafone and the problem-solving tool, that's it. I think it is sufficient for you as per your requirement.

Regards,
Amrish Singh Raghuwanshi
Manager- HR
Natraj Foods Pvt. Ltd.
Mob. 9827071872

Dear All,

I want to share a problem in my company that I have been facing for the last three months, so please give me suggestions.

1. The company is not following any policy.
2. The company has been facing losses since last year.
3. The boss and our company owner favor those who use flattery.
4. I am the only HR person here, but I don't have any authority.
5. Salaries are not being paid on time.
6. They are not adhering to government policies, as they are not submitting returns on time.

I completed my MBA in HR from a reputable college in the 2008 batch and have 2 years of work experience before my MBA. I am looking for a job. Is this the right decision?

In this situation, what can I do? Please suggest me.

Regards,
Amrish Singh Raghuwanshi
Mobile: 9827071872
Email: amrish.hrnatrajfoods@rediffmail.com

Dear Amrish,

Policies are made by the HR, Finance, and Marketing Personnel and are approved by the top management and the Board; they should not be expected to frame micro-level policies. Managers are recruited to act as the eyes, arms, and brain of the top management. You can expect broad, macro-level policies from the top, not micro-level ones. In fact, unless managers show initiative, no policies can be framed, and the company could sink like a ship at any time.

You all collectively need to show initiative, engage in work that goes beyond generalist duties, and strive to earn a place of respect in the eyes of top management. Propose a policy for delegating power, not just for yourself but also for your colleagues, by convincing top management that delegation can lighten their heavily centralized responsibilities.

Since you may encounter this situation in many companies you apply to, would you flee from such positions every time? Take on challenging tasks like streamlining processes and powers to enhance your CV with achievements. Don't just be satisfied with general duties like reviewing CVs, handling recruitment, postings, and transfers, or issuing leave memos.

Don't be disheartened. Make efforts to earn respect within your current company unless a better opportunity arises. When you can demonstrate your value, top management will be proud to delegate more responsibilities to you. Ultimately, you can gain recognition and be known as an efficient manager, leading to better offers from other companies.

P. S. Dhingra

Vigilance & Management Consultant

Dhingra Consultancy Group

New Delhi

Email: dcgroup1962@gmail.com

No organization can succeed in isolation. Mistakes are made and hidden if one wants to rise from the ashes, as it were! If the organization you speak about has rectified its mistake and come to success, what more can be expected. There are companies still wallowing in their mistakes unmindful of the harms it can cause to the general public. Take the example of thousands of fake drug companies and badly manufactured electrical spares and fittings.

You will find many examples of auto companies, for example, TATA. If I recall correctly, TATA initially had some adverse problems with the TATA INDICA. It had to fit a mechanical kit into its engine to solve the problem. The company recalled all INDICA cars to the Tata workshops and fitted the kits free of cost.

This is more of an operational/technical snag detected and resolved. Just look out for the policy-related problems and their rectifications. In case I recall some policy or strategic examples of companies, I will get back.

Kamal Modi

Hey, see the case study of Tylenol, a pharmaceutical industry. It highlights their mistake and how they recovered from it.