Hindustan Petroleum Corporation Ltd.
Driving Change Through Internal Communication
Question No. 1: How it HPCL go about building and reaching a vision to be a world-class company? What actions and practices were most important?
Question No. 2: How did employees respond to change and communication efforts? Why did they react as they did?
Question No. 3: What is the Company’s approach to communication?
Question No. 4: What Human Resources Practices support HPCL’s business model?
Question No. 5: In your experiences, what communication practices exemplify effective organizational communication? What causes communication to break down and fail?
Question No. 6: Which attributes or behaviors distinguish leaders who communicate well
Question No. 1
How it HPCL go about building and reaching a vision to be a world-class company? What actions and practices were most important?
In 2003, a wave of extensive changes in the Indian oil Industry drove the leaders of Hindustan Petroleum Corporation Limited to launch a major organisational transformation effort. It was inevitable for the Company to build a long term strategic vision to survive and also to be World Class Company. Instead of focusing the strengths and weaknesses of existing and potential competitors or to channel resources towards one customer segment or another company it decided to turn inward. Using a variety of innovating as well as traditional methods of internal communication, the company sought to integrate employees into the transformation project and also to engage them personally in the goal of making it work. Most interestingly the world class vision was not designed by an external consultant. Company conducted various “vision workshops” to create this vision. These workshops were conducted by the people selected from the company and employees from all segments contributed into this vision. Connecting the personal vision of the employees with the vision of the company was the key.
Realisation of the fact that ‘If the corporation grows, I can meet my personal aspirations’ has really helped the company in creating a vibrant vision and the employees really owned the vision purely because of the fact that it was created by them.
A problem solving process was designed by the employees itself wherein they identified the problems, diagnosed the causes, suggested the solution and a clear plan to implement the solutions. Through regular internal communications the top management could reach the bottom of the pyramid and could make them aware the strategy of the top management. Since the vision paper was made by