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Roche Pakistan: Turning Around an Organization Through Cultural Transformation

by Jennifer A. Chatman

Roche Pakistan: Turning Around an Organization Through Cultural Transformation
The Roche Pakistan case study focuses on a country in Roche Global's portfolio which was facing challenges. Farrukh Rehan was hired to turnaround the organization which had missed its revenue targets for three years in a row, had low morale, had not launched a new product in eight years, amongst many other issues. Rehan decided that the culture needed to be fixed first in order to ensure future business results. The (A) case outlines the challenges facing Roche Pakistan when Rehan first arrived and what he did to transform the culture and the (B) case outlines the cultural transformation results, challenges, and future issues. The Roche Pakistan case study provides students with an international case study, featuring Pakistan, a country that although has a unique set of challenges, could be a proxy for organizational cultural transformations in other companies and/or developing markets.

Learning Objectives

To teach students about country and cultural issues that Roche Pakistan faces and to showcase an example of an organization that has gone through a cultural transformation in order to try and achieve business results over the short- and long-term.

Details

Pub Date: Sep 30, 2017

Discipline: Organizational Behavior

Subjects: Global corporate cultures, Organizational culture, Organizational change, Organizational transformations

Product #: B5899-PDF-ENG

Industry: Biotechnology

Geography: Pakistan

Length: 23 page(s)


Berkeley Haas Case Series
Berkeley Haas Case Series The Berkeley Haas Case Series is a collection of business case studies written by faculty members at the Haas School of Business. Cases are conceived, developed, written, and published throughout the year, on subjects ranging from entrepreneurship and strategy to finance and marketing. Each case includes a teaching note for use in the classroom.

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