HR powers organizational change at NDPL : Root and branch reform at Indian electricity‐distribution company

Purpose – This paper aims to discuss the role of HR in organizational change at Indian electricity‐distribution company NDPL. Design/methodology/approach – Examines the state of NDPL before the changes, the reforms that were needed, how they were implemented and the results they have achieved. Findings – Highlights they key role of communication and trust building in major organizational‐change initiatives. Practical implications – Emphasizes the need for HR departments to move beyond traditional training and development activities and to engage in the internal marketing of organizational change. Social implications – Identifies key messages for policymakers and change agents about how to transform companies in the rapidly changing business contexts of emerging markets such as India. Originality/value – Offers detailed analysis of organizational‐change practices in a large organization in India.