Submitted by: Ali Rasheed
Registration No: Fa19-BBA-076
Section: C
Maple Leaf Cement Factory- A journey of Business Transformation
Question#1:
Ans: Yes it’s important for company to begin with transformation of internal system, structure,
process, people and technology. Because you have to start first with strategy which link to
company internal environment. Although it’s important to focus on external environment but you
must understand your company’s environment first for effective repositioning.
Question#2:
Ans: IT play a important role in transforming organization. In the case of maple leaf, Sayeed
Tariq saigol make huge investment in IT infrastructure. He purchased ERP software and they set
up call center for 24/7 customer support. By this initiative, they build Brand loyalty with
retailers, dealers, masons and distributors.
Question#3:
Ans: Value Chain framework include primary activities and secondary activities. Primary
activities include inbound logistics, outbound logistics, marketing and sales, operation while
secondary activities include technology, human resources, firm infrastructure and procurement.
It helps company to reduce cost. In this case, saigol focus more on reducing fuel and energy cost
and for this he set up power plant.
Question#4:
Ans: The challenges faced are production and distribution Challenges, supply chain challenges,
energy challenge and technological challenge. The role outsider name was Arif Ijaz who was
chief advisor to the CEO and he was known for change management at other top companies in
Pakistan.
Question#5:
Ans: In 2004, company faces production and distribution Challenges. Cement
manufacturer have to relied on goodwill of the distribution to ensure its time sale.
So company decided to change distribution model. The second issue faced by
company was energy challenge.
Question#6:
Ans: In 2004, company faced challenges of production and distribution, energy and fuel, supply
chain and technological challenge. So they first start with strategy which was customer retention
and cist reduction. They also focus on build brand loyalty with dealers, retailers, masons etc.
Saigol set up a power plant which save energy and cost. Saigol form cross functional teams
which perform well by working on different areas like energy, Organizational culture.
Question#7:
Ans: Their best strategy of customer retention and cost reduction contribute a lot in
transformation. Their investment in IT infrastructure and building cross functional teams also
contribute in transformation.
Question#8:
Supply chain Challenges
Energy challenge
Cultural challenge
Technological challenge
Questions From Slides:
Question#1:
Structure Inertia
Group Inertia
Threat to establish power relationship
Question#2:
Ans: Driving forces used in case we’re new leadership z new technology, competition, increase
demand and regulatory laws and policies.
Restraining forces were negative consequences of desired change, cost and resources.
Questions#3:
In the case, there are two options of change agents, persuasive and opportunistic because firm
have problem in strategy, structure, people and management but they first start with strategy then
they go towards structure, people and technology.
Question#4:
Ans: The first phase is preparing for change. From case author discussed sizing change which
means saigol change strategy and structure. So, he changed production-oriented strategy to
customer retention strategy. Then he prepared change management team and the he developed
sponsor model. The 2nd phase of this model is managing the change. He develops change
management plans. In this case saigol with Arif Ijaz develop change management plan such as
adopt new technology, changing supply chain and his more focus was on reduction of cost.
The third phase of this model is reinforcing the change. In this phase saigol analyzed the change
and identify gaps and then implement actions.
