The Ministry of Defence (MOD) would like to see Indian Ordnance Factories, also known as Ordnance Factory Board (OFB) grow to the next level of turnover, exports and self-reliance through Corporatisation, a reform that holds the promise of catapulting OFB into the top League of Defence Manufacturers. The Government has formed an Empowered Group of Ministers (EGoM) under the Chairmanship of Raksha Mantri (Defence Minister) to oversee and guide the entire process. This paper examines various aspects of the transformation process and widens the agenda of the debate for successful change management. This paper examines the difference between the Goals, Tools and Values to bring clarity for Strategic Transformation. The paper raises hope that although the statistics of history and research is stacked against Organisational Transformation, it is well possible to drive Transformation and make the turnaround of the organisation with an open-ended exercise, an honest intention centred on the alignment of interest amongst the stakeholders. The paper argues that transformation strategy can work better with focus on the following levers; Strategic Transformation, EcoSystem Transformation, Learning from Past and Best of Class from Industry, Unit and Corporate Level Transformation, Structural Changes from Financial Perspective, Empowerment Mechanism, Talent Management and Employee Concerns and Better Change Management through monitoring of the Consultant.
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