Trinity Finance’s Sales Organization and Sales Approach (B): Change Management and Behavioral Challenges

Trinity Finance’s Sales Organization and Sales Approach (B): Change Management and Behavioral Challenges

May 16^th 2016 was an eye-opener day for Trinity Finance Ltd. (Trinity), one of the leading Non-Banking Financial Companies (NBFCs) of India. Gautam Narang (Gautam), the consultant from Photon Consulting, hired by Trinity to analyze the reasons behind company’s declining market share and to find a solution to the problem, made a presentation to the Leadership Team (LT) of Trinity. At the end of the presentation, Gautam listed the six areas of improvement for the company. After having deliberated deeply and pondering over the interconnectedness of the six areas, the LT decided the following to be the sequencing of interventions through its ‘RACE’ (Radical Approach to Customer Engagement) initiative:

• Change Management
• Identifying the Appropriate Leadership Style

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Exhibits

Exhibit I: Trinity’s Sales Force Hierarchy

Exhibit II: Trinity’s Long-standing Employees

Exhibit III: Designation Hierarchy at Trinity

Trinity Finance’s Sales Organization and Sales Approach (B): Change Management and Behavioral Challenges

Synopsis

This caselet, second in the ‘Trinity Finance’s Sales Organization and Sales Approach’ series, focuses on the change management program at Trinity Finance Ltd. (Trinity) which had identified six areas of improvement to arrest the decline in its market share. The Leadership Team (LT) at Trinity decided to first finalize and roll-out a change management program which was in sync with its organizational goal of ‘RACE’ (Radical Approach to Customer Engagement). However, the LT members debated on the need for an organization-wide change given that despite the declining market shares Trinity was still the market leader and was profitable. Was there indeed a need for organization-wide change? If yes, how could Trinity design and deliver an appropriate change management program to be effective across all the levels in the organization?

Prerequisite Conceptual Understanding/Before the Classroom Discussion

• •Jim Collins, “How the Mighty Fall – And Why Some Companies Never Give in”, http://therightmind.com.au/FileUpload/files/HowTheMightyFall.pdf, 2009 – To understand the concept of Hubris of Success
• •Sumantra Ghoshal, et al., “Into the Valley of Death”, Managing Radical Change: What Indian Companies must do to become World-class, Penguin Books India, 2002 – To understand the myriad of emotions and experiences an organization goes through during the process of transformational change

Case Positioning and Setting

This caselet can be used in the MBA Program for the following course/module:

• • Sales Management Course to teach the concept of change management

Suggested Reading for the Faculty

• • Ryan Raffaelli, “Leading and Managing Change”, Harvard Business School, May 10th 2016 – To understand the steps involved in organizational change

Preamble to the Case Analysis

The purpose of this caselet is to highlight the significance of the four stages of any change management program – diagnosing the need for change, designing, delivering and evaluating change. The analysis was focused on understanding and analyzing the four stages vis-à-vis Trinity and how could the change management program play an important role in achieving the organizational goal of ‘RACE’. The classroom discussion was orchestrated accordingly [Exhibit (TN)-I]..........