Taj corporation — a leader’s immersion into a journey of organizational transformation

Case overview / Abstract

In June 2019, Muhammad Ali Khoso, the Manager of Petroleum Business Unit at Taj Corporation, was contemplating how to handle the new phase of the organizational change process that he had launched in response to the Business growth strategy. He felt satisfied with the increased work commitment and professionalism of the staff at the filling sites that ensued after the change initiatives he pursued throughout 2018. Muhammad succeeded in creating a new corporate office by hiring business graduates in the areas of human resources (HR), administration, procurement, information technology (IT), audit, finance and marketing and establishing IT-based performance management system. The change he had orchestrated was unprecedented in the petroleum dealership industry in Pakistan and Mohammad was worried about the performance of this newly appointed corporate team. He wondered what he needed to do to integrate this new team with the old site teams, so that they could develop a sense of ownership in the business and attain the established key performance indica- tors (KPIs). While many improvements had been achieved it was still unclear whether the new corporate office had actually contributed to making the business more cost ettec tive. Augmenting his problems were the issues related to the planned expansion involving four additional filling sites in the next two years and the mounting pressure to reduce expenses while increasing revenues.

Case Areas

Business Growth Strategy, Cost-Effectiveness, Economics, Expansion, Expense-Revenue Management, Organizational Science, Petroleum Dealership Industry, Sense of Ownership, Team Integration


Business | Business Administration, Management, and Operations

Teaching Notes


Faculty / School

Faculty of Business Administration (FBA)


Department of Management

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Asian Case Research Journal


22 pages

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