This ppt is about larsen and toubro how they used the organisation development intervention in their organisation

1. LARSEN AND TOUBRO
•Larsen & Toubro Limited, also known as L&T, is
an Indian multinational company headquartered
in Mumbai, India.
•The company has business interests in
engineering, construction, manufacturing goods,
information technology and financial services.
•L&T is India's largest engineering and
construction company, Considered to be the
"bellwether of India's engineering sector", L&T
was recognized as the Company of the Year in
2010.

2. ORGANISATIONAL DEVELOPMENT
HUMAN PROCESS INTERVENTIONS
Scenario Building Workshops
Internal organization workshop was conducted
with top management for scenario building .
Aim:
•To challenge the conventional ways of thinking
and to give shape to the key drivers of change .
•Realistic listening and dialoguing.
•Dissemination and communication of the
scenarios with teams.
•To develop a new language for the organization,
consistent with the envisaged future scenario.

3. Theme of Scenarios:
The nature of the struggle the organization would go through
and etched out realistic possibilities based on present factors.
Factors:
Wealth creation.
Enhanced productivity factors.
Feeling of being valued.
Resource allocation and team-work.
Membership criteria and norms of the group.
Learning opportunities for individuals and teams.

4. PROPEL
• Professional excellence.
• Role enhancement.
• Owing L&T culture.
• Personal growth.
• Employee involvement.
• Learning.

5. TECHNO STRUCTURAL
INTERVENTIONS
VALUE CARDS AT THE LARGE RELATIONSHIP
•Devised after the analysis of tensions existing in the
four dimensions as represented by Voice of Customer,
Shareholders, Employee and Technology.
•Used to analyze the problems faced by the
relationship in relation to these tensions.
•To arrive at workable solutions to the identified
problems, within designated timeframes.

6. HUMAN RESOURCE
MANAGEMENT INTERVENTIONS
Goal Alignment
•A Teach-Train-Transfer workshop on Goal
alignment was conducted, with help from expert
OD consultants:
•To build the context.
•To think through goal setting at L&T with a
systems perspective to goal alignment.
•To explore means of institutionalizing goal-
oriented performance management within the
organization.

7. BALANCED SCORECARD
Lead to the formulation of career paths in L & T global services,
consulting and products, supported by HR processes, tools and
support staff.
This structure was designed to enable a fair degree of flexibility
in rotating at appropriate levels, provides avenues for individual
growth.
Besides, there was an exercise to bring out new role definitions
in Human Resources (HR), focusing on alignment, energizing and
task facilitation through HR.
Business leaders dialogued to evolve the mission and
expectations and further, to design enablers for continuous
change, team work, and individual growth.