ORGANIZATION

DESIGN
GROUP PROJECT

Section F Group No: 5

Prepared by:

Kritika Sant
2411408 Bhagyashree
Mahajan 2411422 Neel
Pachchigar
2411410 Rahul R
2411417 Aman Khunteta
Structural Dimensions

Formalization Specialization Hierarchy of Centralization

Authority

• Medium level of • Organization • Shaadi.com has • Decisions flow

formalization structure is relatively flat from top to bottom
• Certain functions characterized by hierarchy for majority of key
are more functional especially in non- projects
formalized than specialization technical functions • More autonomous
others. for e.g. • Multiple functions • Structure is decision-making is
Legal, finance. exists such as flexible with allowed for routine
• Other functions Marketing, frequent operations
enjoy flexibility Product, Human collaboration & • Top Mgmt. is open
Resources, Sales, cross functional to suggestion from
Technology, communication employees
Finance, Legal,
etc.

Medium High Low High

Company Profile & Timeline
Industry: Online Matchmaking , Matrimonial
Headquarters: Mumbai, Maharashtra
Target Audience: Indians seeking spouses, also caters NRIs
User base: 35+ Millions globally
Estimated Market Share: 25-30% , leader in Matchmaking Industry

Rebranded as Shaadi.com Reached 10 Million Users Launched Mobile Application

1997 1999 2005 2007 2008 2011

Founded by Anupam Mittal Global expansion in Launch of physical centers
as Sagaai.com Foreign countries Providing offline service

Introduced “Shaadi Live” Remains leading player

Matchmaking events Reached 30 Million Users Expanding user base globally
2015 2018 2020 2022 2023 2024
Acquisition of dating apps Surge in User activity Introduced AI-Driven
like Thrill & Frivil during COVID-19 Pandemic Matchmaking feature
Mission and
Vision

VISION Core Business Activities:

Our vision is a world where the search for a life-partner • Value Proposition: Connecting individuals for
is as fulfilling as the journey with a soul-mate. marriage based on sub-community, compatibility, and
shared interests.
MISSION • Customer Segments: Singles seeking marriage
partners, primarily in the Indian diaspora but also
• To provide people with a superior matchmaking
globally. Parents looking for a suitable match for their
experience by expanding the opportunities available
eligible child.
to meet potential life partners and build fulfilling
• Channels: Website, mobile app, and 1-1 VIP
relationships.
consultant
• To provide superior technology, in-depth research, • Customer Relationships: Account management,
valuable matrimonial content & services, and the personalized recommendations, customer support.
highest quality of customer service delivered with a • Revenue Streams: Subscription fees for premium
sense of warmth, understanding, respect, and features like advanced search filters, communication
company spirit. tools, and profile highlighting

Source: Shaadi.com website

Contingency
Factors Size
• Company Size: 35 million users globally, operates 250
physical call-centers across 72 cities in India, aiming to
revolutionize India's $10 billion matrimonial industry. Environment
• Employee Count: 1600+ full time employees centre • Market: Highly dynamic online matchmaking market.
In India, Jeevansaathi & BharatMatrimony are the
workforce. biggest competitors
• Regulatory: Strict regulations around data privacy &
user safety, crucial for handling personal data.

Technology
• One of the first to launch online banking, mobile Culture
banking, and ATMs. • Corporate Culture: Innovation, inclusivity, and
Investing in artificial intelligence, machine learning, customer trust, with a focus on social issues like anti-
• dowry and gender equality.
and big data analytics.
Digital ecosystem for Retail and Corporate clients • Workplace Culture: tech industry practices, agile
• development, data-driven decisions, collaboration.

Goals & Strategy

• Goal: Becoming one of the world's 500 largest
banks by market capitalization by 2025.
• Strategy: Expanding its digital banking services and
its presence in international markets, investing in
fintech and improving risk management systems.
Contingency
Factors
• Company Size: 35 million users globally, operates 250 physical
call-centres across 72 cities in India, aiming to revolutionize
SIZE India's $10 billion matrimonial industry.
• Employee Count: 1600+ full time employees

• Company Size: 35 million users globally, operates 250 physical

call-centres across 72 cities in India, aiming to revolutionize
ENVIRONMENT India's $10 billion matrimonial industry.
• Employee Count: 1600+ full time employees

• Company Size: 35 million users globally, operates 250 physical

call-centres across 72 cities in India, aiming to revolutionize
TECHNOLOGY India's $10 billion matrimonial industry.
• Employee Count: 1600+ full time employees

• Company Size: 35 million users globally, operates 250 physical

call-centres across 72 cities in India, aiming to revolutionize
CULTURE India's $10 billion matrimonial industry.
• Employee Count: 1600+ full time employees

• Company Size: 35 million users globally, operates 250 physical

call-centres across 72 cities in India, aiming to revolutionize
GOALS & India's $10 billion matrimonial industry.
STRATEGY • Employee Count: 1600+ full time employees
Organization Structure -
Hybrid
Shaadi.com prioritizes a balanced focus
on product development, market
engagement, and employee
management to drive organizational
effectiveness and growth.

• The organization emphasizes

product development (CPO) and
technical excellence (CTO),
indicating a strong focus on creating
and maintaining high-quality
products
• Region-wise marketing roles under
the CMO indicate the importance of
branding, digital presence, and
social media engagement.
• Regional division of sales efforts
suggests a tailored approach to
different markets. Comprehensive
HR management, including wellness
and legal, indicates a focus on
employee well-being and
organizational compliance.
Structural Dimensions

Formalization Specialization Hierarchy of Centralization

Authority

• Medium level of • Organization • Shaadi.com has • Decisions flow

formalization structure is relatively flat from top to bottom
• Certain functions characterized by hierarchy for majority of key
are more functional especially in non- projects
formalized than specialization technical functions • More autonomous
others. for e.g. • Multiple functions • Structure is decision-making is
Legal, finance. exists such as flexible with allowed for routine
• Other functions Marketing, frequent operations
enjoy flexibility Product, Human collaboration & • Top Mgmt. is open
Resources, Sales, cross functional to suggestion from
Technology, communication employees
Finance, Legal,
etc.

Medium High Low High

High uncertainty
environment Low-

Stable
Low Uncertainty

Environmental Change
Moderate
Task Environment General Environment Uncertainty

Competitors: Political Factors:

Online matrimonial services like Government regulations concerning

Unstable
BharatMatrimony and newer dating apps P internet usage, data protection laws, and High-
High Uncertainty
like Tinder that influence market legal changes affecting online services. Moderate
competition and strategies. Uncertainty
Customers: Economic Factors:
Individuals seeking marriage partners, Overall economic conditions in India, Simple Complex
primarily in the age group of 25-40, E disposable income, employment rates,
using the platform for its services and which affect Environmental Complexity
offerings. people's readiness for marriage.
Regulatory Bodies: Sociocultural Factors: ​
Compliance with online data privacy laws Cultural norms, changing attitudes Shaadi.com operates in a "Complex-
such as GDPR, IT Act in India, and other
S toward marriage, and the increasing
adoption of online platforms for finding Unstable" environment marked by high
regulations affecting consumer protection.
life partners. uncertainty due to rapid technological
Technological Factors:
Partners: The growing influence of AI, mobile advancements, intense competition, evolving
Collaborations with wedding planners, T technology, data security, and analytics customer expectations, and stringent
jewelry brands, or event management in enhancing the matchmaking process.
companies to enhance customer offerings. regulatory requirements. This complexity
Suppliers: Environmental Factors: necessitates continuous adaptation to
Essential partners including technology E External global factors, including diaspora
marriages and international matchmaking technological shifts and market dynamics. To
providers, data centers, payment gateways,
trends that can influence market
and marketing partners. succeed, Shaadi.com must maintain
expansion.
Legal Factors: strategic agility and innovation,
Adherence to data protection laws,
L internet regulations, and other legal
effectively responding to consumer demands,
requirements and to stay ahead in a rapidly changing
related to online services.
Company Strategy
Shaadi.com strategy combines elements of Analyzer and Prospector. While maintaining strong brand in core services
(Analyzer), they also actively seek new user segments and implement innovative features (Prospector). This balanced
approach allows them to be successful in the competitive online matchmaking space.
Analyzer Traits
High Exploitation
Focuses on a specific niche: Primary to the Indian arranged
marriage market, based on cultural and social needs
Refines existing approach: Constantly improve match
Defender Analyzer making algorithms & platform features based on user data.
Low Exploration

High Exploitation
Maintains brand reputation: Leverage offline centers and a
focus on successful connections to solidify their position.

Prospector Traits
Seeks new opportunities: Expanding beyond India
Innovates in its field: Existing market leader and still
Reactor Prospector building new features like the compatibility tools.
Emphasizes growth: Utilizes various marketing channels
and partnerships to attract new users.
Low Exploration
Miles and Snow Typology
Company Cultural
Dimensions

Low Solidarity High

Networked
High

• Diverse stakeholders: Shaadi.com interacts with a wide range of

individuals and families, creating a diverse network of stakeholders.
Networked Communal • Emphasis on collaboration: While not explicitly stated, matchmaking
often requires collaboration between the platform, families, and
individuals.
Sociability

• Flat Hierarchies: Employees at different levels to interact freely and

contribute to decision-making processes, further enhancing the
networked nature of the culture.
Fragmented Mercenary Why not Communal, Fragmented, or Mercenary?
• Communal: While there might be a sense of community among
Low
Culture: Corporate Office
vs Branch
Low Solidarity High

BANK BRANCH
High

At the ICICI Branch level, additionally to the commitment, managers

try to maximize sociability aspects as they pertain to the quality of
Networked Communal relationships and interactions among bank employees, contributing
to a positive work environment. Communal strategy.
Sociability

Bank Branch

Corporate Office
CORPORATE OFFICE
ICICI Corporate Office seeks to build in all employees a
Fragmented Mercenary
total commitment towards exceptional standards of performance
and productivity. They believe in defining clear performance
Low

parameters for employees and empowering them to achieve their

goals. This has led to create a culture of high solidarity and low
"Collective will to win is high” –
ICICI Employee sociability across the corporate offices. Mercenary strategy.

“Our interaction is limited to office”

–ICICI Employee
Company’s Existing
Culture
Rites of Passage Rites of Integration
Events for smooth induction of employees to new Awards and recognition for increasing employee
roles commitment.
Transitioning Culture – increasing
adaptability

Externa
l

Flexibility Stability
Strategic
Focus

The external environment exerts significant

influence on ICICI operations. The environment is
Internal dynamic and hence there is a need to focus on
Needs of the adaptability. This will continue to help them
Environment
become future-ready and innovate at a higher pace.
 Organizational Stage & Growth: Way forward?

Creativity Direction Delegation Coordination Collaboration Shaadi.com is currently in the 'Growth

Large

through Coordination/Collaboration'
Leadership Autonomy Control Red Revitalization stage.
crisis Crisis Crisis Tape crisis The firm emphasizes cross-functional
crisis
Entrepreneurial Connectivity Formalization
collaboration to sustain growth.
Organization Size

Elaboration Potential challenges include the risk of a

"Red Tape Crisis" where excessive
formalization could limit organizational
agility.

“Managing cross-functional
collaboration effectively remains
a challenge as we scale” –
Small

Shaadi Employee.

Young Organization Age Mature

Greiner’s Model
Steps taken to increase adaptability

•Continuous skill training and

Job Rotation based on
employee interest capability building - average person
learning days of 12.2 days in 2023

•Strong industry – academia

Cross-functional Teams for engagement to create a steady group
better collaboration of bankers with diverse skills

Enhancing customer experience

and customer •Introduced a culture of 'One
engagement through •Bank, One Team, One ROE'
Customer 360°

• “OJP(Open Job Portal)

has helped
• me take up variety of
roles”
Source: Annual Report of ICICI Bank for FY 2022-23
• –ICICI Employee
Problem Statement &
Challenges
PROBLEM STATEMENT
ICICI Bank is making efforts to become more adaptable by Excerpts from ICICI Bank Annual Report 2022-23
laying focus on job rotations and cross functional teams. The
company has emphasized on the increasing horizontal HR Measures
“We have created cross-functional teams to tap into key customer and
communication to identify and serve the micro-markets. While
market segments across ecosystems, enabling 360° coverage of customers.
the implementation has begun in phases, it has scope of We enable ‘Customer 360°’ by working as one team across various
improvement based on primary research. Further, the change departments of the Bank by bringing together the strength and expertise of
in structure has led to challenges which can cause issues if our employees.”
not addressed proactively.
We plan to study the structural changes introduced by ICICI Managing Employee Risk
Bank to address the dynamic environment of Indian banking “Provide opportunity for job rotation and enhance career growth and
industry, identify possible challenges and recommend development; employee well-being and upskilling are key priorities.”
proactive measures.

Job rotations Cross functional teams

• Decreased specialization • Communication Complexity
• Extended learning curve CHALLENGES • Power Struggles
• Cultural fit challenges • Resource Allocation Issues
• Disrupted coordination • Cultural Clash
Recommendati
ons

• Training and development on multiple functions

• Feedback Loops from employees on the implemented

plan

• Increased socialibility and interaction between