Case of Gail India: Increasing Creativity and Innovation of Employees
1.1 GAIL is a public sector company engaged in the business of gas transmission and distribution, gas processing for liquid hydrocarbon production and petrochemicals. In 1998, in the context of the changing environment, it assigned to itself a vision statement "Be the Dominant Natural Gas Company with Significant Global Presence Integrated in Energy and Petrochemicals".
1.2 In the current business environment in India, where the market forces have started playing a dominant role and the economy is opening up, GAIL needs to gear up itself to be able to survive and compete well with its competitors. With the dismantling of APM and entry of the world majors, the Indian petroleum sector has created an ambience where GAIL has to be proactive to be competitive in business on sustainable basis. Also, the benchmarks and standards have to be of global dimensions to achieve its vision of globalization in energy and petrochemical sectors. Accordingly, GAIL has embarked on transforming the organization to meet its goals as enshrined in the vision and even more. Various initiatives to achieve the objectives have been undertaken such as structural changes like organisational design, business process reengineering, benchmarking, strategy formulation which are in various stages of implementation.
1.3 The endeavor of the company, therefore, is to inculcate a participative work culture in the organization, which is conducive to the phase of transition through the emergent changing scenario. The work ethics ought to support horizontal cooperation as also vertical integration in each function, whether in the corporate office or in the work stations, and, therefore, adequate emphasis is required to be laid in enlisting participation of all the employees towards achieving this goal. The thrust towards participation lies in establishing common shared goals and objectives and their percolation to the grass root level so as to encourage total participation of all concerned
1.2 In the current business environment in India, where the market forces have started playing a dominant role and the economy is opening up, GAIL needs to gear up itself to be able to survive and compete well with its competitors. With the dismantling of APM and entry of the world majors, the Indian petroleum sector has created an ambience where GAIL has to be proactive to be competitive in business on sustainable basis. Also, the benchmarks and standards have to be of global dimensions to achieve its vision of globalization in energy and petrochemical sectors. Accordingly, GAIL has embarked on transforming the organization to meet its goals as enshrined in the vision and even more. Various initiatives to achieve the objectives have been undertaken such as structural changes like organisational design, business process reengineering, benchmarking, strategy formulation which are in various stages of implementation.
1.3 The endeavor of the company, therefore, is to inculcate a participative work culture in the organization, which is conducive to the phase of transition through the emergent changing scenario. The work ethics ought to support horizontal cooperation as also vertical integration in each function, whether in the corporate office or in the work stations, and, therefore, adequate emphasis is required to be laid in enlisting participation of all the employees towards achieving this goal. The thrust towards participation lies in establishing common shared goals and objectives and their percolation to the grass root level so as to encourage total participation of all concerned