THOMSON REUTERS

A039 PRATEEK NANDA

D019 TANVEER GAGNANI
F014 HANISH CHHABRA
F019 RI TU GOYAL
F030 ARPIT KUKREJA
Industry Analysis
THOMSON REUTERS – BUSINESS AREAS

Financial & Risk Legal Tax & Accounting IP & Science

Design & Manage:

Large Law Firms Corporate Intellectual Property
Financial and Risk

Scientific & Scholarly

Small Law Firms Professional
Research
Build & Operate:
Unified Platform Group
Content & Analytic Services
General Counsels Knowledge Solutions Life Sciences

Government Government

Go to Market:
Regions
Strategic Customer Solutions
GTM Strategy & Operations
THOMSON REUTERS SSR – Product Portfolio

Next Generation Next Generation

InCites Web of Science

EndNote ResearcherID

5
Organisational Culture

Transparency
Team Work
Trust and Reliable (Integrity and Independence)
Innovative
Opinion Maker

DIMENSIONS OF IRGANISATIONAL CULTURE

1. Harmonising
2. Proactive & Harmonising - take initiatives; 30 hrs per week for learning and development
3. Pragmatic test - transparency is maintained (unbiased)
4. Futuristic
5. Neutral; Perfectible
6. Competitive; Groupism; Participative
7. Diverse; Innovative
 Organisational Culture at Thomson Reuters
Values that shape Thomson Reuter’s Culture:

 Trust – We act with integrity and independence by holding ourselves and each other accountable, ethical, and reliable in all that we do
 Innovation – We innovate to serve our customers, drive our growth, and win in dynamic business environments
 Partnership – We work together – with each other, with our customers, and with industry partners – to deliver superior results and
experiences
 Performance – We deliver results and we excel at work that positively affects the world

The Trust Principles are:

 That Thomson Reuters shall at no time pass into the hands of any one interest, group, or faction;
 That the integrity, independence, and freedom from bias of Thomson Reuters shall at all times be fully preserved;
 That Thomson Reuters shall supply unbiased and reliable news services to newspapers, news agencies, broadcasters, and other media
subscribers and to businesses, governments, institutions, individuals, and others with whom Thomson Reuters has or may have
contracts;
 That Thomson Reuters shall pay due regard to the many interests which it serves in addition to those of the media; and
 That no effort shall be spared to expand, develop, and adapt the news and other services and products so as to maintain its leading
position in the international news and information business
 Dimensions of Organisational Culture
 The organization’s relationship to its environment – Harmonising

 The nature of human activity – Proactive & Harmonising – take initiatives; 30 hours per week for learning and development

 The nature of reality and truth – Pragmatic test – transparency is maintained (unbiased)

 The nature of time – Futuristic

 The nature of human nature – Neutral; Perfectible

 The nature of human relationships – Competitive; Groupism; Participative

 Homogeneity vs. diversity – Diverse; Innovative

Harrison Model of Culture

Thomson Reuters has a TASK CULTURE.

 The level of professionalism to deal with a specific task in hand
is the main source of power.
 The levels of skills and competencies to deal with tasks in hand
are perceived to be the most important factor to exert influence.
 Being a Task culture organisation, they tend to operate in
project-based manner with specified deadlines for each project.
 Task culture proves to be highly effective for Thomson Reuters
as it operates in a competitive industry where product life-cycle is
short and decisions need to be taken with an increased level of
speed.
 A greater level of freedom and flexibility for employees is
provided.
 On the other hand, competitiveness within groups creates
conflicts of interests within teams and other relationship
problems due to not clearly specified roles and responsibilities for
team members.
Schneider Culture Model

Thomson Reuters had a combination of COLLABORAIVE AND

CULTIVATION CULTURE.

Having a Collaborative Culture:

 Its way to success is to put a collection of people together, to build
these people into a team, to engender their positive affective
relationship with one another and to charge them with fully utilizing
one another as resources
 Destructive behaviour and excessive self-interest do not go well
with this culture

Having a Cultivation Culture:

 Learning and growing with a sense of purpose is important to
Thomson Reuters
 The projects are build around motivated individuals, give them the
environment and support they need, and trust them to get the job
done
Deal and Kennedy Culture Model
Cameron and Quinn Culture Model

Thomson Reuters has the Hierarchy Culture :

TR has formalized and structured work environment. Procedures

decide what people do.

Leaders are proud of their efficiency-based coordination and formal

rules and policy keep the organization together.

Trustful delivery, smooth planning, and low costs are the

characterization of success.

Leadership Type: Coordinator, monitor, organizer

Value Drivers: Efficiency, timeliness, consistency, and uniformity

THANK YOU