Identification of Stakeholders in an Organisational Change Process

This is a fictional case examining the consequences of an engineering organisation that adopted a new marketing identity based on customer service and the activities it set into practice to influence both existing and new staff to also adopt this new organisational identity. Previously, the emphasis was on engineering skills. Though these skills were continuously maintained and regularly updated, they became secondary in importance after adoption of its new identity. The case examines the company’s approach to introducing this new mindset in all employees and thus achieving congruence of objectives. It presents how the organisation, a Hong Kong subsidiary of a multinational corporation, introduced the new identity of the parent company and further developed a new strong organisational identity within their operations. Activities such as ...