Page 34 - BCML AR 2019-20

Our need for change

How BCML is preparing the ground to
graduate into a new incarnation

Our conventional business approach What we wish to become
P
y yersonality-driven y ylant dynamics were y yA great place to work y yA Company that
P
business model often more important than (recognised as one beyond comprises leaders at every
y yWho decided what’ was organisational priority the sugar sector) level
‘
more important than an y yA model agri-based y yA Company with a
organisational process company respected world greater appetite to self-
T
y yhe systems that existed over question
were not applied equitably y yA Company that is a
across 10 plants benchmark across functions
and units

The challenges we started with How BCML’s leadership is adapting
y yA large number of plants y yncreasingly uncertain y yA need for external y yhe managerial feedback
T
I
(10) economic and social intervention in graduating became the basis for
y yA mix of new and old outlook BCML from a Company into leadership evolution
manufacturing units, an institution
resulting in different y yA recognition that what
cultures got the Company here
y yA mindset that sugar would not get it there
professionals know best y yA willingness to rewire
how their business is to be the organisation from
managed the senior leadership
downwards

32 | Balrampur Chini Mills Limited