Internal Communication and Change Management at Cotton Web Private Limited

Abstract

Cotton Web Private Limited (CW), an apparel company based in Lahore, was established in the late 1990s by entrepreneurs who faced limitations in resources and experience within the textile manufacturing and export sector. Despite these constraints, the directors successfully capitalized on a narrow window of opportunity, leveraging their entrepreneurial skills with the dedicated support of experienced employees and fostering a positive ‘can-do’ culture. By 2013, they had transformed the company from its inception in 1998 into a substantial enterprise with over 2,000 employees. At this juncture, the directors, particularly Daniyal and Waseem, decided to initiate a strategic change aimed at transitioning the flat, entrepreneurial structure of the company into a systematically managed organization. To facilitate this transformation, the directors enlisted the services of an external HR consultant to assess, design, and implement the strategic change process. Despite the positive intent behind the change process to foster organizational growth and enhance management systems, it encountered significant challenges. Communication breakdowns emerged at various levels and junctures, including between the directors and the HR consultant, between the consultant and the employees, and between the management and the workforce. The change process, unfortunately, resulted in thirteen resignations within a short timeframe, indicating its disruptive impact. This challenging situation left the directors in an uncomfortable position, compelling them to contemplate difficult decisions to address the issues at hand.