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APIL's Employee-Centric Culture Analysis

APIL has a strong employee-centric culture fostered through open communication and workshops led by the CEO to instill core values. However, the paper identifies some weaknesses, including an overemphasis on values that can neglect customer orientation. The matrix structure can create confusion over accountability. The reward system prioritizes short-term profits over long-term strategy. As the company grows, the informal culture may need more formality to prevent abuse. Internal training is emphasized over external training, limiting specialized growth. Succession planning among top management is also weak.

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Mae Marino
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73 views2 pages

APIL's Employee-Centric Culture Analysis

APIL has a strong employee-centric culture fostered through open communication and workshops led by the CEO to instill core values. However, the paper identifies some weaknesses, including an overemphasis on values that can neglect customer orientation. The matrix structure can create confusion over accountability. The reward system prioritizes short-term profits over long-term strategy. As the company grows, the informal culture may need more formality to prevent abuse. Internal training is emphasized over external training, limiting specialized growth. Succession planning among top management is also weak.

Uploaded by

Mae Marino
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Case Probe

I. Corporate culture of the company (local or internal company)


-This paper discusses the employee-centric culture of Asia Pacific International Limited
(APIL). The paper reviews the strengths and weaknesses of APIL in terms of its
organizational culture. The paper would then discuss the case-studies of two successful
organizations, J.C Penny and Infosys, both of which have a strong employee-centric
culture like APIL. Based on the lessons learnt
from these two case studies, we recommend a few organizational changes in the
culture of APIL, which would lead to the success and growth of APIL. APIL is able to
foster a strong spirit of inclusiveness and maintain the ‘small company feel’whilst
growing the
organisation across 58 countries. This has only been possible by systematically
ensuring open and continuous communication across the organisation. The workshops
held by the CEO stress the vision and purpose of the organisation, explain the business
model and imbibe core values,
helping in the cultural transition of new employees into the organization. The
organization calls its set of common values the core values of the organization.

II. Impact on the company’s brand image


-APIL thoroughly believes that the culture nurtured within the organization creates the
enabling environment and helps the environment reach its high aspiration levels. These
values
transcend across the businesses and hierarchy and bind its employees together as an
organization and also helped its company’s brand image.

III. Things to improve on their current culture


-APIL has a strong organizational culture, however we critically analyzed the APIL’s
organizational culture and identified a few that needs improvements in the
organizational culture and these are:
The weaknesses identified are as follows:
• There is over-emphasis on value orientation in the organization due to which the
customer orientation gets neglected. Thus, there is a clash between value
orientation and customer orientation in the company due to which the customers suffer
at times. e.g. for value orientation the cheapest shipping line is chosen
however, the services offered to customers by this shipping line would be lesser than
the world class shipping line.
• The three-dimensional matrix organizational structure of the company results one
person reporting to three people. This leads to diffused accountability of the
employees and creates confusion at times.
• The reward system adopted by the organization is focused towards value generation
(short term profit) rather than long term strategy for the company. This affects the
organizational strategy.
• The overly informal culture in the organisation is an advantage as decision-making is
faster, however, as the organisation is growing bigger, this informal culture is a
disadvantage at times as people try to take advantage of the informal culture.
• The organisation emphasizes on internal training in example, on-the-job-training
rather than external training. This hampers the growth of the employees as for
specialized jobs, external training is imperative.
• Among the top management, succession planning is weak in the organisation.

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