Project Report Organizational Behavior II

Attrition Is personal gain scoring over professional commitment?

Submitted By Sumeet Pai (ePGP-02-081) Tushar Govalkar (ePGP-02-086) Sandhya Vidhyasagar (ePGP-02-065)

Organization Behavior - II

Indian Institute of Management - Kozhikode

Table of Contents
Abstract ................................................................................................................................................ 2 Introduction......................................................................................................................................... 2 Key Concepts ..................................................................................................................................... 3 Organizational Theory ............................................................................................................. 3 Organizational Structure ......................................................................................................... 3 Organizational Culture............................................................................................................. 3 Organizational Design ............................................................................................................. 3 Organizational Change ............................................................................................................ 3 Relationships among Organizational Theory, ................................................................... 4 Structure, Culture, Design and Change ............................................................................... 4 Importance of Organizational Design and Change .......................................................... 4 Consequences of Poor Organizational Design and Change Process ........................... 5 BIDW ........................................................................................................................................... 5 About The Company ........................................................................................................................ 7 Current Organizational Design and Change at IDG ................................................................ 9 Authority and Control .............................................................................................................. 9 Specialization and Coordination ......................................................................................... 10 Culture ........................................................................................................................................ 11 Strategy ...................................................................................................................................... 12 Competence and Technology............................................................................................... 14 Decision Making Process...................................................................................................... 15 Innovation.................................................................................................................................. 16 Conflict Management, Power and Politics ....................................................................... 16 Challenges for ABC due to High Employee Turnover ......................................................... 17 Low Project Win Ratio .......................................................................................................... 17 Partnership Value .................................................................................................................... 18 Low Moral of the Employees .............................................................................................. 18 Low Quality Hiring ................................................................................................................ 19 Influence of Organizational Design and Change in light of Personal Growth............... 20 Low Brand Image.................................................................................................................... 20 Fragile Organization Structure ............................................................................................ 21 Low Emphasis on Organization Culture........................................................................... 21 Less Focus on Innovation ..................................................................................................... 21 Reactive HR Group ................................................................................................................ 21 Proposed Employee Retention Framework for IDG ............................................................. 21 Brand Building......................................................................................................................... 21 Alliances .................................................................................................................................... 22 Standardization ........................................................................................................................ 22 Beneficial Stakeholder Relation.......................................................................................... 22 Inculcate Organization Culture at all Levels ................................................................... 23 Organization Re-structure ..................................................................................................... 23 Productive Human Resource................................................................................................ 23 Inculcate Innovation at all levels......................................................................................... 24 Building Customer Relationship ......................................................................................... 24 Conclusion ........................................................................................................................................ 24

Organization Behavior - II

Indian Institute of Management - Kozhikode

Abstract
Like all other industries, IT industry has also come a long way to establish itself as an important sector which contributes substantially in the economical growth of many countries. Led by the intellectual power, the IT industry is the market where-in world class companies are competing with each other to provide world class services to its customers. Although the year 2009 was not so good for this industry and it is expected to recover fast from the recession. IDC (International Data Centre) predicts 3.2 percent growth for the year 2010, returning the industry to 2008 spending levels of about U$1.5 trillion. It is imperative that the companies have to be aligned to the ever changing technological challenges with an eye on providing cost-effective solutions to the customers. In addition to this, to stay ahead in the competition, the company needs to aggressively look at organizational design and change which will assist in creating better value for the customers and for the shareholders which in turn will allow the economy to grow as whole. In this paper various aspects of organization design and change are discussed in relation to its impact on one of major IT Company ABC1 and a business unit in particular Business Intelligence and Data warehousing (BIDW) from India Delivery Group (IDG). At present IDG is facing very high attrition in its BIDW group and would like to understand the reason for the same. In arriving at the reason for high attrition rate, we will focus on understanding the kind of organizational design and change process, ABC has. We will also look at the fact that the influence of organizational factors, in anyway, contributing to the high attrition rate for ABC or the employees are taking advantage of market situation and willing to compromise on professional ethics for personal growth.

Introduction
Being a major IT company in the world, ABC; it is expected that the processes and the policies will be a major driving factor for its business growth and market expansion. But rapidly changing technological environment and very fiercely competitive IT market made it impossible for any company to stay at the same level forever. The current scenario in IT industry is such that every company is more or less capable to deliver a solution expected by the customer so how to differentiate which one is the best and optimal solution, which provides value and long term benefits to the customer. The differentiator factor has made all the companies to look at the way it projects itself as one stop solution shop and gain confidence of the customer that it is more than capable to provide the solution. Some of the major IT companies including MNCs have aggressively worked on differentiator factor and are able to achieve good success but companies like ABC , even though, a very much respected for the solution it provides in US and Canada, is
1

The name of the company is changed due to confidentiality reasons.

Organization Behavior - II

Indian Institute of Management - Kozhikode

not able to substantiate that is capability in IDG is good as well. One of the major reason for this is being the high attrition rate. Being a profit center of IDG, IDG has to do its own efforts to bid for IT assignments and subsequently provide solutions once the assignments are delivered by one of its internal team. IDG is managed to sustain the growth in some of its core areas but one of the areas called BIDW, it is facing major challenges in establishing itself at par with other major IT service provider. We will examine various aspect of organization design and change in relation with high employee turnaround in this area for IDG and evaluate the workable employee retention framework.

Key Concepts
Let us look at some of the key concepts of organization design and change

Organizational Theory
The study of how organizations function and how they affect and are affected by the environment in which they operate

Organizational Structure
The formal system of task and authority relationships that control how people coordinate their actions and use resources to achieve organizational goals

Organizational Culture
The set of shared values and norms that control organizational members interactions with each other and with suppliers, customers, and other people outside the organization

Organizational Design
The process by which managers select and manage aspects of structure and culture so that an organization can control the activities necessary to achieve its goals

Organizational Change
The process by which organizations move from their present state to some desired future state to increase their effectiveness

Organization Behavior - II

Indian Institute of Management - Kozhikode

Relationships among Organizational Theory, Structure, Culture, Design and Change

Following diagram illustrate the relationship between organizational theory, structure, design and change

Figure 1: Relationship between Organization theory, structure, culture, design and change

Importance of Organizational Design and Change

The importance of organizational design and change can be looked in following areas Dealing with contingencies Contingencies are events that might occur and must be planned for Gaining competitive advantage The ability to outperform other companies because of the capacity to create more value from resources Core competences: skills and abilities in value creation Strategy: pattern of decisions and actions involving core competences that produces a competitive advantage Managing diversity 4

Organization Behavior - II

Indian Institute of Management - Kozhikode

Differences in the race, gender, and national origin of organizational members have important implications for organizational culture and effectiveness Promoting efficiency, speed, and innovation The better organizations function, the more value they create

Consequences of Poor Organizational Design and Change Process

The consequence of poor organizational design and change can be looked in following areas Decline of the organization Talented employees leave to take positions in growing organizations Resources become harder to acquire Resulting crisis impels managers to change organizational structure and culture

BIDW
Business intelligence is a term which refers to an assortment of software applications system which helps to analyze an organization's data, giving inputs to make successful business decisions. This category of applications programs is concerned about transforming the raw data of organization into easily accessible, high-value information. Data warehousing is the process of collecting data from multi-varied sources of an organization and consolidating it into one comprehensive and easily manipulated database. The term Data Warehouse was coined by Bill Inmon in 1990. The definition from Inmon is: "A warehouse is a subject-oriented, integrated, time-variant and non-volatile collection of data in support of management's decision making process". Data warehousing is not the be-all and end-all for storing all of a company's data. Rather, data warehousing is used to house the necessary data for specific analysis. More comprehensive data storage requires different capacities that are more static and less easily manipulated than those used for data warehousing. A 2009 Gartner Group paper predicted these developments in business intelligence/data warehousing market. Because of lack of information, processes, and tools, through 2012, more than 35 percent of the top 5,000 global companies will regularly fail to make insightful decisions about significant changes in their business and markets. By 2012, business units will control at least 40 percent of the total budget for business intelligence. By 2010, 20 percent of organizations will have an industry-specific analytic application delivered via software as a service as a standard component of their business intelligence portfolio.

Organization Behavior - II

Indian Institute of Management - Kozhikode

In 2009, collaborative decision making will emerge as a new product category that combines social software with business intelligence platform capabilities. By 2012, one-third of analytic applications applied to business processes will be delivered through coarse-grained application mashups.

Organization Behavior - II

Indian Institute of Management - Kozhikode

About The Company

This study is based on one of the largest independent IT and business process services companies in the world. The company was founded in late 70s and for fiscal year 2008, it earned revenue of around US$ 3 billion. The company is having around 25,000 employees. The company operates in more than 15 countries with more than 100 offices around the world. It is listed on NYSE and growing at rate of 3% year-on-year basis. It is an ISO 9001:2004 and CMM level 5 certified company.
Organization Mission and Vision Governance Policies, Management Processes, Quality & HR Policies, Financial Policies & Organizational Model Solution Centre Management Corporate Processes Customer Management Employee Investor Management Solution Statement Management Execution, Closing Management Definition of Work Plan Monitoring and controlling Solution Architecture and System Integration Career and Relationship Solution Development leadership management and Application Support and Maintenance development Governance BPO and KPO

Figure 2: Core Processes at IDG The company provides focused industry expertise in following areas Financial services Government and healthcare Telecommunications and utilities Retail and distribution Manufacturing
Industry Wise Break-Up

Governm ent and Healthcare, 35%

Financial Services, 30%

Manufacturing, 8% Retail, 10%

Telecom m unication and Utilities, 17%

Figure 3: Revenue from different industries for IDG 7

Organization Behavior - II

Indian Institute of Management - Kozhikode

The geographical market for IDG is limited to following combination of regions US and Canada Europe and Asia Geographical Market
88

100 80 60 40 20 0

12

US & Canada

Europe & Asia

Figure 4: Revenue from different geographical areas for IDG The company provides End-To-End services in following areas Consulting Systems integration Management of IT and business functions
SOW Types

System Integration and Consulting, 39% IT Services , 53% BPO/KPO, 8%

Figure 5: Type of assignments and break-up for IDG

Organization Behavior - II

Indian Institute of Management - Kozhikode

The BIDW unit comes under Advance Technology group. At present there is no dedicated structure which takes care of BIDW needs for the IDG unit. The BIDW resources are scattered across different projects IDG is handling. The hiring and assignments are aligned to project requirements only. There is very minimal visibility as such for BIDW unit within the IDG even its peers in the market have dedicated BIDW units to cater for demands in this area.

Current Organizational Design and Change at IDG

In the recent times, IDG has looking at expanding its operations in India as well as looking for assignments outside India to sustain its operations and be competitive within the organization. In doing so, it is facing tough challenges in converting probable sales leads into success in assignments pertaining to BIDW space. It is not able get benefit of growing BIDW market. One of the major reasons for this problem is high employee turnaround in BIDW unit, for IDG. The following key aspects of organization design and change can be looked at

Authority and Control

IDG has generic organization structure which majority of the IT companies are having; where-in second level senior executives are responsible for managing a core geographical area and technological unit. Each of the sub unit which is handled by Senior Vice Presidents (SVP) is again sub divided in profit center unit like IDG. IDG comes under India Operations and responsible for its revenues and profits.

Organization Behavior - II

Indian Institute of Management - Kozhikode

Founder and Chairman

President and CEO CFO CIO SVP Technology Infrastructure and SVP US South Central and SVP US Northeast President US, Europe and Asia President Federal Govt.

SVP India Operations

SVP US Enterprise

VP Mature Technology

VP New Technology

VP KPO

Director Engagement 1

Director Engagement 2

Program Manager 1

Program Manager 2

Project Manager 1

Project Manager 2

Project Team

Figure 6: Organization chart for IDG The organization structure is a having both vertical & horizontal component at its core. The vertical component is having higher influence on overall organization. The reaon for this is that the technological areas are not grown to the extent in IDG that it can be treated at par with the vertical component. The organization represents more of a tall structure with a sufficiently defined hierarchy from CEO to a team member. The span of control varies depending upon the engagement and the importance of the assignment delivered by the respective manager.

Specialization and Coordination

The differentiation factor IDG is structure under three categories. They are as follows Advance Technology Matured Technology Infrastructure Technology

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Organization Behavior - II

Indian Institute of Management - Kozhikode

The BIDW unit comes under Advance Technology group. At present there is no dedicated structure which takes care of BIDW needs for the IDG unit. The BIDW resources are scattered across different projects IDG is handling. The hiring and assignments are aligned to project requirements only. There is very minimal visibility as such for BIDW unit within the IDG even its peers in the market have dedicated BIDW units to cater for demands in this area. The integration between these different categories is done at VP level. This means that the groups are working independently and there is no resource sharing between these groups as such.

Culture
ABC believes in participative approach where in each of its member is treated as owner of the company. In spite of the geographical challenges the fundamental of the sharing common values remains at the heart of organizations heart. The common values include an inspiring dream, integrity, a caring, humane management philosophy and solid values is better able to attract and respond to the profound aspirations of high-caliber, competent member. The expectation is that these values will be part of a employees day to day life at the organization and same will help them in selecting clientele, one aware of the company's values, and delivering high-quality services at a competitive price, while meeting the company's profitability objectives. The growth and profitability generated as a result will allow ABC to offer its shareholders a superior and sustained return on their investment. To support dream and to create such an environment, ABC has adhered to a number of principles or governing ideas: Sharing the same values Embracing the objectives of clients Adopting a caring, humane approach towards our members Focusing on synergy and the strength of teamwork Participating in the development of our company as its owner shareholders, and sharing in its wealth Promoting robust, healthy and sustainable growth to the benefit of all stakeholders Implementing a management model aligned with our dream and values

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Figure 7: Custom in ABC

Strategy
The strategy planning process is illustrated in following diagram

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Figure 8: Strategy Framework ABC believes in both organic and inorganic growth.

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Figure 9: Organization Growth Plan

Competence and Technology

ABC deliver end-to-end IT and business process services that allow clients to achieve both quick wins and long-term results. ABCs track record of on-time, on-budget delivery is rooted in ABC's quality and management processes, and its client-centric approach to delivery differentiates ABC from many competitors. Through our local operating model, we adapt to the client's way of conducting business, serving as true on-the-ground partners who can fully address client business challenges and needs. SYSTEMS INTEGRATION AND CONSULTING MANAGED APPLICATION SERVICES TECHNOLOGY MANAGEMENT BUSINESS PROCESS SERVICES

ABC has long and focused practices in all of its core industries, providing clients with a partner that is not only expert in IT, but expert in their industries. This combination of business knowledge and technology expertise allows the organization to help its clients 14

Organization Behavior - II

Indian Institute of Management - Kozhikode

adapt as their industries change, and in the process, allows self to evolve the industries in which self operate. BANKING AND FINANCIAL MARKETS DISTRIBUTION GOVERNMENT HEALTHCARE INSURANCE MANUFACTURING OIL AND GAS RETAIL TELECOMMUNICATIONS UTILITIES The service delivery process is illustrated in following diagram

Figure 10: Delivery Process in ABC

Decision Making Process

The decision making process is ABC is collaborative and allows all the stakeholders to provide feedback on the solution. This is a participative and mainly conclusive approach.

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Figure 11: Decision Making Process in ABC

Innovation
Innovation is driven by dedicated groups in different areas of technology and process. ABC members to collaborate with each other using these group connections. Following are the different group connections Technology Group Connection Industry Group Connection Process Group Connection

Conflict Management, Power and Politics

ABC believes in manage conflicts amicably. The organization culture is open to resolve both good and bad conflict. The hierarchy is well defined in terms of escalation mechanism. Depending upon the type of conflict the related group mangers are involved and appropriate actions are taken to resolve the conflict.

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Organization Behavior - II

Indian Institute of Management - Kozhikode

In ABC Managers are assigned with powers which are in line with the role they are playing within the organization. The balance of power does encourage allocation of resources to where value is created and the give managers better control on the resources. ABC encourage healthy organizational politics to gain its benefits by establishing a balance of power in which alternative views and solutions can be offered and considered by all parties and dissenting views can be heard. Balance of power is allowed to shift over time toward the group that can best manage the uncertainty and contingencies confronting the organization.

Challenges for ABC due to High Employee Turnover

Low Project Win Ratio
The BIDW group within the organization is capable enough to handle end-to-end assignments in this space but due to high attrition rate, the stability factor is in question in the IT market for IDG, the service are equated against the other less capable companies. In this scenario the value of the assignment goes down and at that lower price, IDG wouldnt like to pursue the opportunity further so they opt out of the competition and loose the opportunity. In the reverse scenario, IDG lose some opportunity because some of the customers think that it is not having enough capability to perform work in BIDW space and prefer not to consider it for the Bid also. Following chart gives an idea that in the current financial year 2009, how much progress IDG is able to make in relation to the project wins
Project Bid Vs Project Got
5 4

No. of Proposals

3 2 1 0 Apr-June July-Sep Quarter Oct-Dec Jan-Mar

Proposal received for Bid Successfule Deal

Figure 12: Project success Ratio 17

Organization Behavior - II

Indian Institute of Management - Kozhikode

Partnership Value
IDGs resourcing issue gives advantage to both for the companies who would like to collaborate with IDG on certain contracts and for the customers who would like to engage IDG to provide IT solutions for them. Both collaborator and customers would like to benefit from the low brand image by negotiating contract terms with IDG in their favor. This aspect is illustrated in the following graph where-in the IDG has to compromise on the total value for it gets for services it provides from its customers or collaborators in comparison to the other established companies.

Others

IDG

Partnership Value Time

Figure 13: Partnership Value

Low Moral of the Employees

Irrespective of the fact that the IDGs customer satisfaction index is always above 8 out of 10, the employees feel that the company should do something to control the high employee turnover. The employees feel recognized if the company for which they are working is known very well in the market. They feel good about it and it motivates them to work with more commitment and satisfaction

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Low Quality Hiring

The companys talent acquisition group is facing major challenge in hiring talented and best suited candidates who fits perfectly in the requirements it has. The basic reason for this is again related to fact the employees are leaving the company. The candidate prefers to join other well know companys like Infosys, TCS, Cognizant, Wipro etc. They feel that if they work with well known companies then itll help them in demanding higher remuneration in future. They opt for other options, in spite of the fact that IDG is paying well to its employees in comparison to other companies.
Availability of Skilled Resources
5

Skill Level

4 3 2 1 0 Others IDG

Tr an sf or m at io n

es s

Bu sin

Bu sin

Skills

Figure 14: Skill Factor Overall, IDG is not able to win any significant assignments in recent times. Even after submitting good proposals for the assignments pertaining to some of the large customers. It is not able to make much of a progress in BIDW space. Its dependency on the onsite assignments is significant and even after more & more offshoring; it is still not able to highlight the significance of Indian development center for BIDW related work. Also the company has to compromise on the quality of the resources and collaborators who can help them to grow faster than what they are able to in the current scenario.

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Da ta ba se

Da ta

Ad m

es s

in st ar at or

ep or tin

Ar ch ite

An al

Te st in g

ct

ys t

Organization Behavior - II

Indian Institute of Management - Kozhikode

Influence of Organizational Design and Change in light of Personal Growth

As per the study carried out within the organization by HR department; they found out that employees who are with the company for long time are more loyal and understand the true value of the company but the employees who are with the company for very short period of time, are somehow not able to align themselves to the mission and vision of the company. Due to this problem, they are not much excited about the growth of the company and think more from self development and growth. This also results in low productivity and more attrition.

Commitment for the company

Separation from Company

Time

Figure 15: Commitment Factor The high attrition rate among the new joiners is observed due to following reasons

Low Brand Image

ABC believes in philosophy that good work will attract more work. This theme is correct to some the extent but to have competitive advantage the brand image is of upmost important. The current environment in organization is not the keep on brand building which adversely affect the employee pride factor. The employee feel proud of the fact the organization he is working for is having a god brand value. Since ABC is not having a very effective brand image in Indian market, employees prefer to leave the organization if they get better offers outside. 20

Organization Behavior - II

Indian Institute of Management - Kozhikode

Fragile Organization Structure

The BIDW practice is scattered around various vertical units and lacks dedicated focus. The competitors have dedicated BIDW practice in the organization. This leads to the fact that employee feels that they will be stuck in the same project for ever as there is no dedicated practice for BIDW which will help them is looking at different growth options across organization.

Low Emphasis on Organization Culture

The drive to have employees live by the organization is less prevalent in the organizational approach. More distant the employees with the organization culture higher the risk of non committal attitude among them. The belonging factor will be missing if the employees are not aligned to the organizational culture and values. This is a very strong reason why employee leaves the organization because they dont feel that they part of the culture.

Less Focus on Innovation

The IDG can into existence very recently and was not able to come-up with good framework to encourage innovation. In absence of strong processes in this area, employee are not able to show their capability and creativity which is essential in retaining them because employees prefer to go to an extra mile by doing something more than normal day to day work.

Reactive HR Group
The HR group is not established itself as key player within the organization. It is driven by the profit center management rather than its own instinct. They are more align to what project demands rather than what employee wants. This also leaves employees looking for better options in relation to power and political influence in other organization.

Proposed Employee Retention Framework for IDG

As we say There is always a room for improvement so let us look at various aspects which can be considered as part of Employee Retention Framework for IDG

Brand Building
First and foremost action, IDG should take is to start looking at is its brand value in IT market and understand clearly that how it should proceed towards building a successful brand. IDG can leverage the experience of US market and look at placing the IDC at par with the top Indian companies and accordingly plan on the promotion & advertisement to increase its brand value. The better brand more will be the awareness which eventually help in demanding fair value for the work, IDG do in BIDW space.

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Organization Behavior - II

Indian Institute of Management - Kozhikode

Very High

Innovative

Exceptionally Good Advantageous

B r a High n d V Medium a l u e Very

Low

Matured Established

M a r k e t P r e s e n c e

Good
Competent

Adequate
Explorer

Starter

Negligible

Level of Company
Figure 16: Impact of Brand

Alliances
IDG should enter into strategic alliances with some of the major vendors of BIDW space like Informatica, Datastage, Business Objects, and SAS etc. This will help the company in establish itself better from technological stand point. Also this will help in spreading companys capability and achievements to all the stakeholders.

Standardization
The company should look at standardizing its core process in BIDW across the organization so that only one version of truth is shared with all internal as well as external customers. Well structured and effective processes like Quality, Human Resources, IT infrastructure will be always an added advantage. This also gives a good signal to the potential employees about the robustness and effectiveness of internal processes of the company.

Beneficial Stakeholder Relation

The company needs to work on two different aspects here. First, it should try to look beyond customer-vendor relationship by building a partnership relationship with the customer in all the existing assignments. This will allow the company to negotiate better. Second, it should increase the moral of employees and should aggressively convince them

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Organization Behavior - II

Indian Institute of Management - Kozhikode

to contribute in participating mode and use both internal and external information pertaining to the company for the growth of the company. The employees should be made aware of the fact that if company is growing, they will be growing both financially and professionally.

Inculcate Organization Culture at all Levels

The culture needs to be inculcated at all the levels to increase the commitment for the organization. This will also increase the employee satisfaction.

Organization Re-structure
Since there is no separate BIDW group within IDG; we need to look at an option of establishing BIDW as one of the Horizontal. This Horizontal unit will be aligned to technology aspect and Vertical unit should look at specific business/industry Domain. This will help the company to focus on BIDW as a unit with clearly defined achievable goals. Vertical Business Units Retail Manufacturing Telecom

Center of Excellence

Project Mgt Alliance Mgt Pre-Sales

Resource Mgt

Training

BIDW - Horizontal Business Unit

Figure 17: Proposed IDG Unit Division

Productive Human Resource

IDG needs to involve its human recourse more aggressively in pursuit of excellence. Even though the company has scored good on Customer satisfaction index but it should start looking at providing the employees different growth options and prospects. This will increase their commitment towards the company and will increase their productivity.

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Indian Institute of Management - Kozhikode

Productive human capital is always a very good signal to the market about the capability of the company.

Inculcate Innovation at all levels

Being an innovative company, one is always have edge over the other competitor. IDG should put more emphasis on Research & Development to provide innovative environment within the company. Apart from creating cost effective products in BIDW, itll also give a chance to the employees to show their talent and will help in growing knowledge culture within the organization.

Building Customer Relationship

From IT industry perspective, if a company is receptive about maintaining healthy customer relations and is sure about the product quality, it produces then itll always be willing to provide assurance to the customer in the form of guarantees and warranties. IDG is no exception to this and should use this fact more aggressively to signal to the market that it produces quality product and is ready to extend support even after the product delivery.

Conclusion
The study examined various aspects of organizational design and change in relation to IDGs BIDW unit of a major IT company of the world and looked at the proposed framework for this unit to retain its human resource. It has been observed during the study that high employee turnover happens is not only due to personal aspiration but at the same time organizational design and change also plays a major role.. The more streamlined and robust organizational design and change processes a company has more market advantage it got by retaining the skilled resources. By improving and establishing its operations from design and change perspective, the IDGs BIDW unit can definitely improve its market presence and will be able to contribute substantially better in IDGs revenue & profit.

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References IDC IT revenue figures http://gigaom.com/2009/12/03/idc-2010-forecast-apples-ipad-arrives-frenetic-tech-ma/ Wikipedia Definitions in Key Concepts section www.wikipedia.org Book Organizational Theory, Design, and Change - Fifth Edition Gareth R. Jones

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