A Japanese MNC in India in the space of manufacturing of medical devices and blood bags was acquired by a US based MNC some time back. While the acquisition in books happened seamlessly, there emerged challenges due to differences in organization culture and practices and values adherence between the merging companies. Consequently, productivity took a beating. Hence the organization embarked upon a learning journey to integrate several practices among various teams with the acquiring organization.
Creation of a customized solution in which :
The intervention was a success, which resulted in the client becoming ready to embark on another developmental journey.
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A leading garment export house based out Gurgaon, had grown big in terms of people and turnover over the last 7-8 years of its operation. However, in its race of chasing growth many crucial components of the organization’s design & structure got overlooked. On realization, the organization wanted to go for an enterprisewide planned change & renewal process. The fact that the organization was about to create a new organization design & structure generated fear and apprehensions in people across leading to rumor mills affecting morale.
Growthsqapes undertook this consulting exercise and delivered the following
This exercise laid the bedrock on which the new organization structure was implemented and resistance to change was reduced. Over a period of 2 quarters attrition came down by 20% and there was a marked increase in the quality of the new hires.
A Danish MNC in the pharma sector with a global presence contacted Growthsqapes to conduct a bespoke Sales Training Program for their salespeople. The intent was to equip the salespeople with the right set of consultative selling skills and negotiation skills. The company needed a solution that was absolutely specific to its business model, product range, brand identity and clients. The target group for the initiative ranged from the Sales Executives to the Sales Managers and Account Managers.
Creation of a bespoke solution in which:
The global leader of Poultry breeding in India needed help with developing the competencies of the sales team. The mandate was to grow aggressively in a market which is dominated by a competitor with 75% market share. The challenge was to change the mindset of the customers, to build trust and confidence in the client’s products and solutions and to collaborate with the clients to prepare and implement customized Sales Training Program solutions for each client.
Starting with a series of interviews, study of sales data and job shadowing in the market, a diagnosis was done to identify the gap areas in skills and competencies. A long-term development journey with quarterly workshops and fortnightly connect sessions were held to develop the team, bit by bit. Individual action plans were prepared jointly which are monitored and participants coached on their performance. Role plays and simulated conversations were analyzed and feedback was shared with the participants on a regular basis. Challenges and successes in the market was discussed within the team for peer-to-peer learning
New customer acquisitions have increased by 15%, and the market share is growing. New team members are being added who are also included in the learning intervention. Team is happy with the intervention and are asking for more.
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The largest manufacturer of blood bags in India was facing a challenge in getting the desired level of productivity from its salesforce due to inadequacies in some competencies. The organization realized that while its products were superior, the sales team members were unable to position the brand well. Hence the organization wanted to enhance the executive presence, develop the communication and selling skills of its sales and business development team members to improve their client connect and productivity.
Creation of a customized Sales Training Program solution in which :
The success of this intervention resulted in an appreciable increase in revenue by better brand positioning and over achievement of sales targets by 24%.
One of the top VC funded start-ups, which was a tech- platform based marketplace for buying and selling services and goods was undergoing a restructuring initiative whereby a team of key account managers and channel managers was being created. This was being done to create multiple touch points at the customer and deepen existing relationships.. However, as the role holders were new to the role, to ensure the desired level of productivity the organization wanted the new role holders to undergo a skill development journey .
A bespoke skill development journey was created in which :
The intervention resulted in the creation of a KAM process which was institutionalized by the organization for the entire organization.
Over the years, due to both inorganic and organic growth, the organization had grown big. Consequently, there were many people who got promoted and management layers got created. The organization started getting complains about some undesirable ways in which the managers treated the team members. The managers had to be groomed to become more humane, to do their role effectively. Growthsqapes was mandated to partner with them for this initiative whereby the leaders would be imparted leadership, coaching and feedback skills.
A customized approach was taken that included:
The intervention was a success, resulting in developing internal talent and promoting a culture of empathy, humane-approach and coaching that led to reduced internal conflicts.
An Indian private airline that started its operations in 2005 and is one of the largest airlines in India felt the need to encourage and develop their Pilots’ ability to be sensitive to other operational staff, so that the relationship that improves by doing this reflects in better business metrics and results of higher guest satisfaction, better service and cordial crew-climate. The airline wanted to achieve a sense of collaborative effectiveness within internal customers and enhance the aviation leaders’ (pilots’) Leadership Effectiveness by balancing ‘flying-machine’ management and people management.
The intervention was a success, resulting in pilots coming across as more compassionately to crew members, increased respect for non-flying staffer and developing a sense of role and responsibility as an aviation leader and not only as a pilot.
The largest sugar manufacturing company in India and pioneers in the related downstream products, had the problem of accumulation of knowledge and expertise in few heads and hands creating a potential talent-vacuum on their retirement. Thus, the company wanted to identify the future high-potential managerial talent and enhance their effectiveness in a way that also builds culture of knowledge-transfer. The challenge was that the largely these were technical experts with little of no formal training on people management and developing people down the line. Also, knowledge-management had to be institutionalized.
People Management practices through Knowledge Transfer were tracked using the tracker developed internally and positive results were reported by way of 3 successors identified out of 40 in 90 days.
One of India’s largest drug makers could realize that the need to develop the competencies of communication, influencing and change management among its leaders to enable them to develop a deeper understanding of self and consequently influence cross-functional stake holders. The intent behind the same was to ensure that leaders are able to manage their stake holders well, develop the skills of leading change and produce a win-win outcome for all the stake holders.
GrowthSqapes took a customized approach whereby :
The intervention strengthened the leadership team as a cohesive single management entity. This had a positive effect on the next level of managers in terms of overall managerial effectiveness.
One of the top MNC names in the manufacturing of chemicals and fertilizers BFSI space with operations throughout India had several business leaders. It saw that the while the leaders had different working and communication styles, their orientation towards a growth mindset and achievement was at low levels. This was resulting in leadership inertia, stagnancy and low growth in business. The same was also often leading to conflicts and uncollaborative behaviour. The organization wanted the leaders to know their own Achievement Orientation Profile and work towards developing a growth mindset.
Growthsqapes created a customized OD intervention in which :
The intervention drew sharp appreciation from the CHRO and others in the top leadership team and paved the way for a change in mindset at an entity level.
One of the top Indian multinational conglomerate in the engineering and manufacturing space faced a unique challenge. Their business was growing and was marked by a sharp increase in international projects. But while many senior leaders exhibited great technical and functional competence, they lacked in the presentability of their own selves and the brand image of the organization. This had started causing an early erosion in the employer brand image. Thus, the organization wanted to improve the presentability quotient of the existing and emerging leaders so that they could become brand ambassadors
Growthsqapes curated a bespoke solution in which :
The success of this intervention created a climate of improved presentiaility and self image among all participants and resulted in an marked improvement in the executive presence of all participants.
