Origo Commodities Indian Pvt. Ltd. (Origo) had grown to achieve revenue of US$40 million in just a decade, making it one of the leading players in India’s agricultural commodity sector. The co-founders had explored various avenues to accelerate growth but had repeatedly encountered employees’ discomfort with implementing technology. By 2020, with emerging competition, growing investor interest, and the movement of government processes to online platforms, they needed to take tough decisions now to grow further. Would restructuring the organization and hiring technology-proficient replacements be their only option? Since the employees had been with Origo since its inception, replacing them would be an agonizing decision. The founders had to decide what to do and how to do it before their investors’ meeting in four weeks.
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