HOTEL ANNAPOORNA: IS CHANGE MANAGEMENT AND
LEADERSHIP AT A CROSSROADS? CASE STUDY
SOLUTION
e
pl
SYNOPSIS
m
Sa
This case encapsulates the challenges Jegan Damodaraswamy faced in extending the core competency of
quality and customer service, which were two sides of the same coin, for the renowned Hotel Annapoorna
(hereafter Annapoorna). In addition, he had to figure out how to overcome the hurdles after his grandfather’s
n
death and retain the organization’s legacy. Jegan was a third-generation entrepreneur who took over the
business as chief executive officer in 2023. Since taking over, he has introduced many changes and instilled
tio
business ethics in the organization. His grandfather and founder, Damodaraswamy Naidu, transformed a
small eatery into a hotel and family restaurant well-known throughout South India.
lu
Damodaraswamy has also been ambitious in expanding the organization. And he is focused on succession
planning, as it caused a setback after his grandfather’s death because the organization’s future was unknown since
So
the successor was undecided. However, Jegan did not go through the process of selection and elimination. He
followed in his grandfather’s footsteps, and the organization bloomed under his leadership. However, COVID-19
caused a slump in the organization. They were unable to employ a full staff, and sales plunged drastically.
The Case Solution Starts From page 6
,OBJECTIVES
• Study the proposition of succession planning in an organization.
• Understand the relational leadership model and can contribute to the development of collective and
collaborative leadership actively.
• Evaluate change management adopted by the organization and its implications.
e
• Analyze the way organizational culture influences behaviour and performance—especially, how
“cultures” of decision-making, risk-taking, ethical practices, teamwork, and citizenship activities
pl
emerge within organizations.
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. Discuss how the core competency of quality and customer service across the years gives Annapoorna
a competitive advantage.
2. Debate the role of leadership in building a family brand among customers using relevant organizational
growth theories.
3. Discuss the profile of Annapoorna’s organization culture, its prominent artifacts, values, and belief
systems based on Quinn and Cameron’s competing values model of organizational culture and
organizational effectiveness/ system’s view of organizational culture.
4. Present a detailed leadership and change management strategy for the Annapoorna. Explain the
modifications in the business models and strategic plan that the organization should engage in the next
three years. How should they strengthen their employee resources toward this endeavour?
The Case Solution Starts From page 6
,5. Discuss some of the relevant organizational development (OD) interventions that would build agility
in Annapoorna.
e
pl
m
Sa
n
tio
lu
ANALYSIS
So
1. Discuss how the core competency of quality and customer service across the years gives
Annapoorna a competitive advantage.
Annapoorna, over its 50 year history, has strived to build and never compromise on its core competency of
quality and customer service. From Annapoorna’s initial days in the theatre selling keera vada until its current
expansion, it has focused on quality in all respects—from the choice of raw materials to furniture to engage
employees to the fine quality of food. Customer service is the hallmark of Annapoorna, and the organization
has built a distinct edge over its competitors in earning a name for itself and unique brand value.
The Case Solution Starts From page 6
,3. Discuss the profile of Annapoorna’s organizational culture, its prominent artifacts, values, and
belief systems based on Quinn and Cameron’s competing values model of organizational
culture and organizational effectiveness/ system’s view of organizational culture.
Peter Drucker’s saying, “Culture eats strategy for breakfast,” is as important as ever today. The idea
emphasizes that however strong the strategy, with an incompatible organizational culture, even strong
organizations would fail. Discussion here should be placed on the importance of weaving leadership vision
into organizational culture so that organizations can transition into building the right practices and norms
to aid realizing the enterprise’s goals.
Time and again, it has been proved that an organization’s culture has been a deterrent and motivator while
executing strategy and driving leadership vision. As Edgar Schein puts it, “Organizational Culture is a set
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 6
, EXHIBIT -1: GREINER’S GROWTH MODEL
Growth Growth Growth Growth Growth
through through through through through
creativity direction delegation coordinating collaborating
& Monitoring
large
Crisis of revitalization
Size of organization
Crisis of red tape
Crisis of control
e
Crisis of autonomy
pl
Crisis of leadership
small
young
m
Age of the organization mature
Sa
n
tio
lu
So
The Case Solution Starts From page 6
LEADERSHIP AT A CROSSROADS? CASE STUDY
SOLUTION
e
pl
SYNOPSIS
m
Sa
This case encapsulates the challenges Jegan Damodaraswamy faced in extending the core competency of
quality and customer service, which were two sides of the same coin, for the renowned Hotel Annapoorna
(hereafter Annapoorna). In addition, he had to figure out how to overcome the hurdles after his grandfather’s
n
death and retain the organization’s legacy. Jegan was a third-generation entrepreneur who took over the
business as chief executive officer in 2023. Since taking over, he has introduced many changes and instilled
tio
business ethics in the organization. His grandfather and founder, Damodaraswamy Naidu, transformed a
small eatery into a hotel and family restaurant well-known throughout South India.
lu
Damodaraswamy has also been ambitious in expanding the organization. And he is focused on succession
planning, as it caused a setback after his grandfather’s death because the organization’s future was unknown since
So
the successor was undecided. However, Jegan did not go through the process of selection and elimination. He
followed in his grandfather’s footsteps, and the organization bloomed under his leadership. However, COVID-19
caused a slump in the organization. They were unable to employ a full staff, and sales plunged drastically.
The Case Solution Starts From page 6
,OBJECTIVES
• Study the proposition of succession planning in an organization.
• Understand the relational leadership model and can contribute to the development of collective and
collaborative leadership actively.
• Evaluate change management adopted by the organization and its implications.
e
• Analyze the way organizational culture influences behaviour and performance—especially, how
“cultures” of decision-making, risk-taking, ethical practices, teamwork, and citizenship activities
pl
emerge within organizations.
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. Discuss how the core competency of quality and customer service across the years gives Annapoorna
a competitive advantage.
2. Debate the role of leadership in building a family brand among customers using relevant organizational
growth theories.
3. Discuss the profile of Annapoorna’s organization culture, its prominent artifacts, values, and belief
systems based on Quinn and Cameron’s competing values model of organizational culture and
organizational effectiveness/ system’s view of organizational culture.
4. Present a detailed leadership and change management strategy for the Annapoorna. Explain the
modifications in the business models and strategic plan that the organization should engage in the next
three years. How should they strengthen their employee resources toward this endeavour?
The Case Solution Starts From page 6
,5. Discuss some of the relevant organizational development (OD) interventions that would build agility
in Annapoorna.
e
pl
m
Sa
n
tio
lu
ANALYSIS
So
1. Discuss how the core competency of quality and customer service across the years gives
Annapoorna a competitive advantage.
Annapoorna, over its 50 year history, has strived to build and never compromise on its core competency of
quality and customer service. From Annapoorna’s initial days in the theatre selling keera vada until its current
expansion, it has focused on quality in all respects—from the choice of raw materials to furniture to engage
employees to the fine quality of food. Customer service is the hallmark of Annapoorna, and the organization
has built a distinct edge over its competitors in earning a name for itself and unique brand value.
The Case Solution Starts From page 6
,3. Discuss the profile of Annapoorna’s organizational culture, its prominent artifacts, values, and
belief systems based on Quinn and Cameron’s competing values model of organizational
culture and organizational effectiveness/ system’s view of organizational culture.
Peter Drucker’s saying, “Culture eats strategy for breakfast,” is as important as ever today. The idea
emphasizes that however strong the strategy, with an incompatible organizational culture, even strong
organizations would fail. Discussion here should be placed on the importance of weaving leadership vision
into organizational culture so that organizations can transition into building the right practices and norms
to aid realizing the enterprise’s goals.
Time and again, it has been proved that an organization’s culture has been a deterrent and motivator while
executing strategy and driving leadership vision. As Edgar Schein puts it, “Organizational Culture is a set
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 6
, EXHIBIT -1: GREINER’S GROWTH MODEL
Growth Growth Growth Growth Growth
through through through through through
creativity direction delegation coordinating collaborating
& Monitoring
large
Crisis of revitalization
Size of organization
Crisis of red tape
Crisis of control
e
Crisis of autonomy
pl
Crisis of leadership
small
young
m
Age of the organization mature
Sa
n
tio
lu
So
The Case Solution Starts From page 6
