• Save
Brm
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Brm

  • 682 views
Uploaded on

Microsoft

Microsoft

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
682
On Slideshare
682
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 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 theEthnocentric 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 MitigationPolycentric 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 StrategyGeocentric 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 UnitsEmployees 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