1. Business Risk Management
Submitted by
• Ashish Anand
• Amey Mhasalkar
• Avisheke Barua
• Kunal Singh
2. Risk Assessment and Control
None (efficient and
Project Risk
Product Engineering
qualified Workforce)
MSIDC MSIT
Development Cooperation, Morale,
Environment Communication
Bottom up No bottom up
Staff, Corporate Approach approach
Program Constraints
Management
Work previously
Decreasing focus
Strategy followed at MSIDC and MSIT areas
assigned to
vendors
• More of employee Dissatisfaction at MSIT
• No Career Growth matrix in place in the
Ethnocentric Assigning of big
Strategy perspective of employees ticket items as
No close
alignment to
cloud computing
business units
etc.
• Followed by MSIDC which is more self reliant
• More accountability and motivational growth Risk Mitigation
Polycentric
Strategy for employees More Bottom up Approach required as in case of MSDIC
Lesser Hierarchical corporate reporting structure
• Not followed in case of MSIT
• A huge communication and leadership gap in Moving from an ethnocentric to Geocentric Strategy
Geocentric
Strategy case of MSIT
3. Risk Assessment and Control
• Lesser Degree of Control over the projects
• More Dissatisfied Employees
• A feeling that no work independence culture may build up
• A n undefined Career path growth
• Ownership Structure undefined in terms of leadership and activities
• Follow a product differentiation strategy
• Following the Strategy as the Global Indian Players such as Infosys have done
• A common mission and vision but independent Strategic Business Units
Employees Leadership Projects
• A promising career path • Constant leadership; avoid • Modification of reporting
• More independence in rotation structure
projects • If rotation is followed, make • A move towards Geocentric
a standard set of norms Policy
across
