ORGANIZATIONAL CHANGE

TERM PAPER 02

CHANGE STORY
@
Saurav Chemicals Ltd.

I N T E R N AT I O N A L M A N A G E M E N T I N S T I T U T E , N E W D E L H I

E X E C U T I V E P O S T G R A D U AT E D I P L O M A I N M A N A G E M E N T

SUBMITTED TO:

D r. M A M T A M O H A PA T R A

[Abstract: This story revolves around the changes in an individual in his professional
life, The narrator describes a story of his previous organization Saurav Chemicals

Submitted By: Modak Priy (08XPGDM31)

Ltd, the changes took place and tells about the major drivers responsible for those
changes.]

Change in Professional Life:

SCL Vision 2010

To be an Internationally recognized supplier of APIs

and
Pharmaceutical Intermediates to the regulated
Markets.

To create a Biotechnology Knowledge Centre with focus on Biotherapeutics

To establish a GLP compliant CRO Facility offering Contract Research and

Technical services

Leaders in Trading, Sourcing, and Distribution of Pharmaceutical and allied

Industry related products in Asia and Europe

SCL Mission

Our Aim: Planet, People &

Profit in that order of priority

Our Focus: Harnessing India's

knowledge skills for alleviating
human suffering

At SCL , we aim to establish

ourselves as a leading
company involved in the
manufacture of Bulk APIs like
Clopidogrel, Sertraline,
Ketorolac, Pantoprazole, Rabeprazole, Amiodarone etc., Advanced Pharma
intermediates - Bromo Acid, Chloro acid etc. & in the development of
therapeutic recombinant proteins and monoclonal antibodies.

Established in early 90's, SCL built its business working alongside large
Indian Pharmaceutical Companies like Ranbaxy, Lupin etc. Progressing
rapidly from intermediates to API manufacturing, SCl has established several

Submitted By: Modak Priy (08XPGDM31)

strategic alliances in the domestic and international markets. Focusing on
international markets, SCL manufacturing facilities have been built to comply
with EU-GMP and USFDA norms. In keeping with the times, SCL has taken
initiatives in growth areas like Biotechnology. All trading activities now being
upgraded to into Distribution and Logistics business

Its main Business Areas are:

• Manufacturing of Bulk APIs and Intermediates

• Custom Manufacturing and Custom synthesis
• Trading in APIs, Pharmaceutical Intermediates
• Biotechnology Division:Custom Research in Antibodies, Recombinant
Proteins, Elisa Kit development, Multifuntional Microarrays, Oligoarays
etc.
• Speciality Chemicals Business Division.

External environment of Organization:

In the year 2005, when I joined the organization as a project engineer, SCL
was eying towards globalization, an existing plant for Manufacturing Fine
Chemicals and Advanced Intermediates, was doing well and the founder of
company wants to achieve further goals like to get an International
recognization, to export drugs outside india with their own label. Previously
SCL was engaged in active pharma ingredients which was consumed by
Ranbaxy, Lupin Pharma and Dr. reddy Labs india ltd( all inside India).

A new concept towards identification in global market was introduced by

Managing director-Parween Kumar.

The constraints were studied like financial constraints and being a new
player in API drugs, a new strategy developed to achieve this goal, the
strategy was to get an order of job work for an export base drug, so that
‘manufactured by’ label can be endorsed into the global market which will
ultimately facilitate the way to enter into the global market of API (Active
Pharma Ingredients).

Internal environment of Organization:

The Internal environment was very competitive at that time, A new plant was
about to set up, manpower was not sufficient at that time, the deadline for
the completion of the project was after 1 year, Dead line to achieve the

Submitted By: Modak Priy (08XPGDM31)

breakeven point was setup after 1 year ie, Jan2007 and finally deadline to
clear the Audit for US-FDA and EURO-GMP was decided Dec 2007.

Story of changes
Change 01:

After joining SCL, first I have to look up the purchasing of our items, since
manpower was short at that time so I was given additional responsibility of
purchasing capital items, creating specification and detailing of the
equipment and machinery, since it was totally new job for me so first it
seems very hard to me but slowly I learned the micro and macro aspects of
purchasing and negotiations.

Change 02:

After arrival of all capital items and machinery within the schedule timings, I
return back into projects.

Although my previous experience was in projects but here the scope of

projects was too big, I had to take care of construction, quality norms as well
as electrical, which was again very new exposure to me. We succeeded to
complete the projects within the time period.

Change 03:

Now it was the time for technology transfer from Ranbaxy. The team of 2
member within our organization and Team of 6 member from Ranbaxy
formed, a collaborative process taken place it was also a new exposure to
me to import a technology from other organization and to implement it
successfully.

Change 04:

Now the time was coming close to give audit of our plant, which was the last
goal of our strategic plan.

An audit by European country is a very tough job to be considered, a big

team is needed, moreover a culture to be followed to respect the quality

Submitted By: Modak Priy (08XPGDM31)

norms, to check and to crosscheck it further, to rectify the mistake within
one year.

A cross-cultural team was formed within the organization, each cross-cultural

member was headed their respective department, like I was heading the
engineering department, warehouse-Manager was heading warehouse
department and so on respective person were included in the team.

To work with such a team was also a new exposure in my whole professional
career. I take this responsibility very seriously and we worked as a team, and
after 1 year of very hard work we got success in EUROGMP Audit, although
our USFDA Audit couldn’t get a 100% clearance, some points were required
according to USA norms and we given time of another 1 year to get those
compliances.

Major Drivers (pressures) of the change:

Environmental Pressure

1. Fashion Pressure:

Fashion pressure was present in terms of adopting new ideas like

attending training programs, applying latest innovation in our plants,
Applying new formats for documentation as in the process of
maintaining Audit preparation, Reengineering and adopting new
corporate culture.

The other key players are also changing because of a new fashion that
everyone changed his or her way of work according to European
norms, so its become a fashion in our organization to change according
to that and to include in newly and adoptive groups.

2. Mandated Pressure:

Since it was mandated in the European norms that we have to follow

quality norms and documentation, so it was Mandated pressure that
compelled me to change according to mandatory requirements in our
process and documentation.

3. Geopolitical Pressure:

Submitted By: Modak Priy (08XPGDM31)

 The presence of geopolitical pressure was in terms of Technological
changes which require more technological advancement and
technological knowledge happenings in the pharmaceutical industry.
The skill, like AutoCAD was learned by me was due to this
technological change, it was a demand of situation that we should also
be technologically superior to overcome barriers in documentation, so
everyone attended several training program and several technical
software to smooth our operations.

4. Reputation and Credibility Pressure:

As I entered in the organization as a project engineer, so it was

supposed that I have knowledge of all project related jobs as well as
techniques. Moreover I was considered as a person who can jell easily
in a new environment, so a type of reputation was build up on my
image which always motivated me to accept the changes.

Internal Pressure

1. Growth Pressure:

Since it was the organization that gave me new opportunities for

various tasks so it was somehow imposing a pressure up to me, I
realized that if I want to grow in this organization I have to change and
I have to adapt the changes whatever the organization expects from
me.

To grow in an organization as well as outside the organization, in your

career path it was necessary that I get the experiences of these tasks
and the organization was providing me these opportunities, so growth
pressure was reflected very high in the changes in my professional life.

2. Identity Pressure:

Since I was an engineer and there was an identity of engineer that “an
engineer can do anything”, I was adhered to this quote and to prove
this I was always ready to accept the task that was in line to my
identity.

3. New Broom Pressure:

Submitted By: Modak Priy (08XPGDM31)

It was a new broom phenomenon that old ways are about to change, It
was a new concept that if we have to clear the audit we must follow
new practices and new method to do our jobs. Each job was added by
written document known as standard operating procedure (SOP), a
new terminology was used. Previously the whole operation was
directing towards manufacturing, but now due to new broom pressure
it tends towards manufacturing by standards practices with written
procedures.

Order of Change
In the case of my organization it was facing a second order change
since it was going from domestic market to international market.

As for as order of change in myself, it was:

Mid order change for change 01 because I learned totally new

experience and it was a change beyond my boundaries which added a
new skill in my professional life..

First order adaptive change for Change 02 because it was within

my premises, although I learned a new experiences but it was just a
wider one. To stay competitive and to

First order adaptive change for Change 03 because it was also

with in the scope of my job responsibilities, to stay competitive and in
job a pressure was imposed to do that job.

Second order, transformational change for Change 04, because

it was designed to fundamentally alter the basic nature of the
organization, a cross functional team was formed for specific purposes
up to a specific task.

Submitted By: Modak Priy (08XPGDM31)

Key Conclusion:
1. For personal change, people come under pressure when they lost
their confidence to manage the change, a good planning skill and self
awareness can make the person ready to accept the challenge and
tackle the pressure for change.

2. Every change must be treated as positive, there may be two series

of thoughts that whether the change is favorable or not, but to take
the change negatively, we must accept it positively and try to do our
level best effort to manage the change. The person who resist the
change has to face problems in their life.

3. There are various physical techniques and exercises to manage the

pressures. Meditation and mental exercise are simple one. The
physical exercises like stretching and night walk are the popular one.

4. The simple change in attitude like sense of humor, a deep analysis

why changes are necessary and an incremental plan to manage the
change can also assist to cope up the pressure.

5. Communication also plays an important role to manage the change.

If it is communicated properly that this change is mandatory and why it
has to adapted and how it would be implemented can make the doubt
clearer.

Reference

www.sauravchemicals.com

Submitted By: Modak Priy (08XPGDM31)