As per this syit case study what recommendation can we give to Mr syed as per kottler step 7 build on change and step 8

'Ivsy 1 Publishing 9318C004 SYIT: CHANGING THE CORPORATE CULTURE Marie Khan, Khurram Rehrnan AM, and Zunaira Saqih wrote this case soteiy to provide material for ciass discussion. The authors do not intend to iiiustrate either effective or ineffective handiing of a manageriai situation. The authors may have disguised certain names and other identifying information to protect condentiality. This publication may not be transmitted, photocopied, digitized. or otherwise reproduced in any form or by any means without the permission of the copyright hoider. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact tvey Pubiishing, ivey Business School, Western University, London, Ontario, Canada. NEG ONT: {t} 519.661.3208; (e) eases@ivey.caj wwwiveycasescom. Cop [right 2018, Richard tire! Schooi of Business Foundation Version: 2018-01-29 On February 1, 2013, Mr. Ibrahim Saeed, managing director of software development firm SYIT, sat in his office and gathered his thoughts on the events of the past month. On January 1, 2013, Saeed had celebrated the inauguration of the new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Saeed's months of effort to move the entire project team from his previous employer to his newly formed company had not yet been successful. However, he knew that this wasjust the beginning; the real challenge lay ahead. The most challenging task would be reducing the cultural gap between his team and his primary client, LMT, one of Denmark's largest publishing houses. SYIT: THE JOURNEY SO FAR Saecd had made a swift journey from his first job in 2001 (as a junior software engineer) to managing director of SYIT by 2013. After completing a bachelor of computer science degree in 2001, Saeed worked in a variety of roles at four different organizations, quickly rising through the ranks before being hired as a project manager by AB Tech, a large information technology (IT) and software services company based in Islamabad, in 2007. Although he had switched roles and companies rather quickly, Saeed's impeccable technical abilities, along with his effective leadership and communication skills, were rare commodities in Pakistan's software industry. AB Tech's clients were spread across different parts of the world, but each had a single point of contact based in the Islamabad ofce who served as the project manager. Saeed was the project manager for LMT, one of AB Tech's largest clients and one of Denmark's largest and oldest publishing houses. Although other representatives normally communicated with the client, Saeed was the main point of contact for the client's representative. As project manager, he was responsible for taking part in meetings and following up on the progress of ongoing tasks. AB Tech placed the bulk of the responsibility on its project managers in this way in order to keep the working model and accountability simple and clear. Unlike most AB Tech clients, whose relationships with AB Tech lasted for one particular project within a specic amount of time and funding, LMT was a permanent client with longterm IT needs. LMT reviewed its relationship with and performance of AB Tech every two years and extended the contract for a further period of two years if it was satised with the services. This relationship had lasted several years already. Page 2 9318C004 By 2012, LMT's IT needs had increased and Saeed's team was expanded accordingly. LMT requested more control over the Islamabad team, feeling that with the increased number of team members (from four to 15), more than one point of contact was needed. LMT wanted to establish a strong working relationship with its dedicated team at AB Tech. Continuous dialogue and more inuence on every detailiincluding team values, culture, office design, and physical outlookiwas needed for such a long7 term relationship. However, AB Tech was reluctant to change its management style and company policies to accommodate one client. The rm felt that LMT's demands would lead to a feeling of inequity regarding authority across the companv and other teams. The situation escalated to the point where LMT '3' :3 .'J .u j Alltlmrlzed 'nr use only In the course MGM\" 88 Ma tit] Apr 10 2010