The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation

Jyoti Prakash Dash; Anuraag Dash

doi:doi:10.11648/j.ebm.20200606.13

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The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation

Jyoti Prakash Dash, Anuraag Dash

Published in European Business & Management (Volume 6, Issue 6)

Received: 16 November 2020 Accepted: 27 November 2020 Published: 8 December 2020

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Abstract

The Ministry of Defence (MOD) would like to see Indian Ordnance Factories, also known as Ordnance Factory Board (OFB) grow to the next level of turnover, exports and self-reliance through Corporatisation, a reform that holds the promise of catapulting OFB into the top League of Defence Manufacturers. The Government has formed an Empowered Group of Ministers (EGoM) under the Chairmanship of Raksha Mantri (Defence Minister) to oversee and guide the entire process. This paper examines various aspects of the transformation process and widens the agenda of the debate for successful change management. This paper examines the difference between the Goals, Tools and Values to bring clarity for Strategic Transformation. The paper raises hope that although the statistics of history and research is stacked against Organisational Transformation, it is well possible to drive Transformation and make the turnaround of the organisation with an open-ended exercise, an honest intention centred on the alignment of interest amongst the stakeholders. The paper argues that transformation strategy can work better with focus on the following levers; Strategic Transformation, EcoSystem Transformation, Learning from Past and Best of Class from Industry, Unit and Corporate Level Transformation, Structural Changes from Financial Perspective, Empowerment Mechanism, Talent Management and Employee Concerns and Better Change Management through monitoring of the Consultant.

Published in	European Business & Management (Volume 6, Issue 6)
DOI	10.11648/j.ebm.20200606.13
Page(s)	143-150
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

Defence, India, OFB, Corporatisation, Change, Transformation

References

[1]	MOD, 2020. Expression of Interest cum Request for Proposal for Selection of Consultant for Providing strategic and implementation management consulting services to assist the Ministry of Defence in the process of Corporatisation of the Ordnance Factory Board. s. l.: MOD, MOD No. 18 (4)/2014/Restructuring of OFB/Director (P&C)/DDP.
[2]	PIB, 2020. MoD appoints KPMG Advisory Services led consortium for consultancy on Corporatisation of OFB. [Online] Available at: https://pib.gov.in/PressReleaseIframePage.aspx?PRID=1653066 [Accessed 10 10 2020].
[3]	Anderson, J. E., 1994. Public policymaking. 2nd ed. ed. Princeton, NJ: Houghton Mifflin.
[4]	Howlett, M. & Ramesh, M., 1995. Studying public policy: Policy cycles and policy subsystems. Toronto: Oxford University Press.
[5]	Majone, G., 1989. Evidence, argument and persuasion in the policy process. New Haven: Yale University Press.
[6]	Young, E. & Quinn, L., 2002. Writing Effective Policy Papers: A guide for policy advisers in Central and Eastern Europe. s. l.: Open Society Institute.
[7]	PIB Delhi, 2020. Corporatisation of Ordnance Factory Board: Government constitutes Empowered Group of Ministers headed by Raksha Mantri. [Online] Available at: https://pib.gov.in/PressReleaseIframePage.aspx?PRID=1653374 [Accessed 30 October 2020].
[8]	Hammer, M. &. C. J., 1993. Reengineering the Corporation: a manifesto for business revolution. New York: HarperBusiness.
[9]	Gleeson, B., 2017. 1 Reason Why Most Change Management Efforts Fail. [Online] Available at: https://www.forbes.com/sites/brentgleeson/2017/07/25/1-reason-why-most-change-management-efforts-fail/#2dd96c9c546b [Accessed 09 09 2020].
[10]	IBM Institute for Business Value, 2014. Making change work …while the work keeps changing. s. l.: IBM.
[11]	BCG, 2020. Beating the Change Management Odds. [Online] Available at: https://www.bcg.com/capabilities/change-management/default [Accessed 09 09 2020].
[12]	Wiki, 2020. Royal Ordnance. [Online] Available at: https://en.wikipedia.org/wiki/Royal_Ordnance [Accessed 10 10 2020].
[13]	Frederickson, H. George, and Kevin B. Smith, 2003. The Public Administration Theory Primer, Boulder, CO: Westview Press.
[14]	PIB Delhi, 2020. Cabinet approves "Mission Karmayogi"- National Programme for Civil Services Capacity Building (NPCSCB). [Online] Available at: https://pib.gov.in/PressReleseDetailm.aspx?PRID=1650633 [Accessed 30 October 2020].
[15]	Wynen, J., Verhoest, K., and Rubecksen, K., 2014. Decentralisation in Public Sector Organizations, Do Organizational Autonomy and Result Control Lead to Decentralization Toward Lower Hierarchical Levels? Public Performance & Management Review, 37 (3). 496-520.

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APA Style

Jyoti Prakash Dash, Anuraag Dash. (2020). The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. European Business & Management, 6(6), 143-150. https://doi.org/10.11648/j.ebm.20200606.13

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Jyoti Prakash Dash; Anuraag Dash. The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. Eur. Bus. Manag. 2020, 6(6), 143-150. doi: 10.11648/j.ebm.20200606.13

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AMA Style

Jyoti Prakash Dash, Anuraag Dash. The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. Eur Bus Manag. 2020;6(6):143-150. doi: 10.11648/j.ebm.20200606.13

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@article{10.11648/j.ebm.20200606.13,
  author = {Jyoti Prakash Dash and Anuraag Dash},
  title = {The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation},
  journal = {European Business & Management},
  volume = {6},
  number = {6},
  pages = {143-150},
  doi = {10.11648/j.ebm.20200606.13},
  url = {https://doi.org/10.11648/j.ebm.20200606.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20200606.13},
  abstract = {The Ministry of Defence (MOD) would like to see Indian Ordnance Factories, also known as Ordnance Factory Board (OFB) grow to the next level of turnover, exports and self-reliance through Corporatisation, a reform that holds the promise of catapulting OFB into the top League of Defence Manufacturers. The Government has formed an Empowered Group of Ministers (EGoM) under the Chairmanship of Raksha Mantri (Defence Minister) to oversee and guide the entire process. This paper examines various aspects of the transformation process and widens the agenda of the debate for successful change management. This paper examines the difference between the Goals, Tools and Values to bring clarity for Strategic Transformation. The paper raises hope that although the statistics of history and research is stacked against Organisational Transformation, it is well possible to drive Transformation and make the turnaround of the organisation with an open-ended exercise, an honest intention centred on the alignment of interest amongst the stakeholders. The paper argues that transformation strategy can work better with focus on the following levers; Strategic Transformation, EcoSystem Transformation, Learning from Past and Best of Class from Industry, Unit and Corporate Level Transformation, Structural Changes from Financial Perspective, Empowerment Mechanism, Talent Management and Employee Concerns and Better Change Management through monitoring of the Consultant.},
 year = {2020}
}

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TY  - JOUR
T1  - The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation
AU  - Jyoti Prakash Dash
AU  - Anuraag Dash
Y1  - 2020/12/08
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VL  - 6
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Author Information

Jyoti Prakash Dash

India Government Mint, Hyderabad, India
Anuraag Dash

National Institute of Technology, Tiruchirappalli, India

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Plain Text BibTeX RIS

APA Style

Jyoti Prakash Dash, Anuraag Dash. (2020). The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. European Business & Management, 6(6), 143-150. https://doi.org/10.11648/j.ebm.20200606.13

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ACS Style

Jyoti Prakash Dash; Anuraag Dash. The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. Eur. Bus. Manag. 2020, 6(6), 143-150. doi: 10.11648/j.ebm.20200606.13

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AMA Style

Jyoti Prakash Dash, Anuraag Dash. The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation. Eur Bus Manag. 2020;6(6):143-150. doi: 10.11648/j.ebm.20200606.13

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@article{10.11648/j.ebm.20200606.13,
  author = {Jyoti Prakash Dash and Anuraag Dash},
  title = {The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation},
  journal = {European Business & Management},
  volume = {6},
  number = {6},
  pages = {143-150},
  doi = {10.11648/j.ebm.20200606.13},
  url = {https://doi.org/10.11648/j.ebm.20200606.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20200606.13},
  abstract = {The Ministry of Defence (MOD) would like to see Indian Ordnance Factories, also known as Ordnance Factory Board (OFB) grow to the next level of turnover, exports and self-reliance through Corporatisation, a reform that holds the promise of catapulting OFB into the top League of Defence Manufacturers. The Government has formed an Empowered Group of Ministers (EGoM) under the Chairmanship of Raksha Mantri (Defence Minister) to oversee and guide the entire process. This paper examines various aspects of the transformation process and widens the agenda of the debate for successful change management. This paper examines the difference between the Goals, Tools and Values to bring clarity for Strategic Transformation. The paper raises hope that although the statistics of history and research is stacked against Organisational Transformation, it is well possible to drive Transformation and make the turnaround of the organisation with an open-ended exercise, an honest intention centred on the alignment of interest amongst the stakeholders. The paper argues that transformation strategy can work better with focus on the following levers; Strategic Transformation, EcoSystem Transformation, Learning from Past and Best of Class from Industry, Unit and Corporate Level Transformation, Structural Changes from Financial Perspective, Empowerment Mechanism, Talent Management and Employee Concerns and Better Change Management through monitoring of the Consultant.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - The Execution Strategy of Reforming Indian Ordnance Factories (OFB) Through Corporatisation
AU  - Jyoti Prakash Dash
AU  - Anuraag Dash
Y1  - 2020/12/08
PY  - 2020
N1  - https://doi.org/10.11648/j.ebm.20200606.13
DO  - 10.11648/j.ebm.20200606.13
T2  - European Business & Management
JF  - European Business & Management
JO  - European Business & Management
SP  - 143
EP  - 150
PB  - Science Publishing Group
SN  - 2575-5811
UR  - https://doi.org/10.11648/j.ebm.20200606.13
AB  - The Ministry of Defence (MOD) would like to see Indian Ordnance Factories, also known as Ordnance Factory Board (OFB) grow to the next level of turnover, exports and self-reliance through Corporatisation, a reform that holds the promise of catapulting OFB into the top League of Defence Manufacturers. The Government has formed an Empowered Group of Ministers (EGoM) under the Chairmanship of Raksha Mantri (Defence Minister) to oversee and guide the entire process. This paper examines various aspects of the transformation process and widens the agenda of the debate for successful change management. This paper examines the difference between the Goals, Tools and Values to bring clarity for Strategic Transformation. The paper raises hope that although the statistics of history and research is stacked against Organisational Transformation, it is well possible to drive Transformation and make the turnaround of the organisation with an open-ended exercise, an honest intention centred on the alignment of interest amongst the stakeholders. The paper argues that transformation strategy can work better with focus on the following levers; Strategic Transformation, EcoSystem Transformation, Learning from Past and Best of Class from Industry, Unit and Corporate Level Transformation, Structural Changes from Financial Perspective, Empowerment Mechanism, Talent Management and Employee Concerns and Better Change Management through monitoring of the Consultant.
VL  - 6
IS  - 6
ER  -

Copy | Download