World leader in building materials.

1. Yashi Agrawal
20DM252

2.  World leader in building materials.
 Business spread in 64 countries with more than
65000 employees.
 Total cement production capacity of Lafarge in
the Indian market currently stands at around 6.5
million tons.
 It acquired L&T’s concrete business in india in
2008.
 It has over 80 plants across the country.
About the company

3.  Competition In ready mix business from local
as well as organised players.
 New evolving customer needs and
expectations.
 Customer needs of innovative products.
Need of change?

4.  Shifted from low biding to prescriptive selling.
 Building efficiencies in core operational areas.
 Improving customer base.
 Building passionate and motivated teams.
How to deal with issues?

5. Abhilasha 2015
 Initiative by ready mix India
leadership team.
 The primary agenda was to make
Lafarge RMC safest, most reliable
and preferred.
 It identified customer focus and
adaptability to a fast changing
external environment.

6. Implementing vision for change
Preferred business partner
Leader in safety, quality, product and solution
Transparent and reliable
Culture of performance
production
Delivery
and pumps
Sales and
marketing
Organisation = people

7. Operationalising change
 New organisational structure was proposed to enhance
consumer effect and effectiveness.
 Table stakes – upgrade quality and Lafarge brand equity.
 Segment based sales and marketing.
 A detailed plan was developed for capacity expansion on some
existing plants, new plants and plants movements within and
across cities.
 Restructuring of key account management/projects team with
project head reporting into the CEO

8. Large scale interactive process (LSIP)
 It is used to planning and execution of change.
 Cross functional and cross hierarchy.
 Involve and influence employees to believe in the need
for change.

9. Achievements of LSIP
 Creating a shared vision.
 Effective communication of strategy to
middle level managers.
 Strategy implementation support.

10. Institutionalising the change
 100-day action plan commitment by each individual team
member.
 This was periodically reviewed.
 Action plan was divided in 3 segments
1. 30-days milestone
2. 60-days milestone
3. 100-days milestone
 Customer service centres were formed at all zonal
offices.
 Monthly flash of success stories were shared with
everyone.

11. Impact on the organisation
 Visible immediate change.
 Internal employee for growth.
 185 employees were hired.
 Overall customer satisfaction
Scores has been more than
90%.

12. Yashi Agrawal
20DM252