A financial service provider organization, Sigma (Pvt.) Ltd, have a typical culture tidy
environment with its elegant decorum and wall-to-wall carpeting. The organization has
close sitting environment with extensive formal communication and coordination. Every
employee has to report to their line manager and does not interfere with other. The
bureaucratic values a dominant. Every idea has to be scrutinized and approved by the top
The organization traditionally helped clients finance their business with the parent
company. However, the CEO has worked with other employees to redefine the division
as a creator of services rather than just a service provider; that is, rather than just
financing sales and leasing of current products, this organization now creates new
services for customers to buy. For instance, Purchase Power division is a revolving credit
line that helps companies finance their postage costs. It was profitable within nine
months and now has more than 50,000 clients. The domain of purchase power division
looks like an indoor theme park, artificial gas lamps, and an ornate pendulum wall clock.
It also has a Parisian café, where employees sit together to watch training videos or surf
In this pandemic situation the organization has to redefine its job. CEO says, as we’re
intend to be creator of financial services, our main objective is the quality of our ideas.”
How CEO can develop a distinctive subculture of purchase power division in this pandemic
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