One of the biggest multi product retailers in the world was facing a challenge in terms of the ability of its country managers to deliver business presentations to a global audience. The 2nd challenge was also of a non-standardized approach to making presentations and inability to tell business stories. Hence the client wanted to train its pool of country managers to give them the skill of making powerful business presentations to both internal and external stakeholders.
Creation of a customized solution in which :
The intervention was a grand success that led to the creation of an institutional approach to making business presentations and elevated the overall level of presentations for the entire organization.
The organization had grown big over the years via organic growth and inorganic acquisitions. However, the organization thought that it ‘s employees lacked the necessary skills and mindset pertaining to customer centricity. Also, due to the emergence of a new competitive landscape the organization wanted to embark upon a initiative to build a customer centric culture which would result in a unique and a branded customer experience.
A highly customized phase wise solution was created in which :
The initiative resulted in the creation of an improved customer centric culture , improvement in its brand image and subsequent large orders from buyers.
India’s first nationwide network of multi-specialty clinics providing preventive healthcare services wanted to enhance the customer experience through the development of empathy in its frontline workforce. The challenge lay in the attitudinal shift that needed to be brought in the workforce towards the customers. The organization wanted to enhance their customer engagement and customer centricity skills for delivering an unparalleled customer experience by developing the awareness and application of Emotional Intelligence.
A bespoke skill development journey was created in which :
The intervention resulted in integrating the entire service organization towards a uniform customer approach. There was an increase of 22% in the NPS score post the intervention.
India’s leading realty brand wanted to sensitize its customer facing workforce on enhancing their customer centricity. They wanted to promote an organization –wide culture of delivering an exceptional customer experience at every touch point with the customers. The challenge lay in the attitudinal shift that needed to be brought in the workforce towards the customers. The organization wanted to enhance their customer engagement and customer centricity skills for delivering an unparalleled customer experience by taking them through various aspects of customer service and customer experience.
A bespoke skill development journey was created in which :
The intervention resulted in integrating the entire service organization towards a uniform customer centric approach. This resulted in the delivery of a superlative unique customer experience and resultant brand equity.
The India arm of a global tech multinational with more than 1200 employees was expanding in India. However, it faced the challenges of ‘great-resignation’, ‘quite-quitting’, ‘pay-on-demand’ that was putting pressure on business delivery. Managers complained that they seem to be ‘doing everything yet people below are unhappy’. This resulted in poor delivery, sudden attritions, work denials and at times insubordination by highly skilled developers. GrowthSqapes was mandated to conduct organization diagnostics and recommend industry benchmarked HR policies and C&B framework to arrest this attrition.
In this consulting assignment a multi pronged approach was taken that included:
The consulting exercise was a success, resulting in an increase in employee engagement scores by 18% and a reduction in voluntary attrition by 15%.
A leading bank of Asia acquired a 90 years old regional south Indian bank, and the challenge was to integrate the established set of people, process and operational attitudes and practices held by each side. Specifically, the challenge was to marry the mindsets of two completely diverse set of people who were used to operate in their own ways and serving customers. The integration was to be done amidst varied psychic needs and status, in such a way that the amalgamated entity soon moved to a collective collaborative phase delivering business results as envisioned to be the purpose of the merger.
Recommended and facilitated the amalgamated entity with:
As things were returning to normalcy after Covid, one of India’s largest media and entertainment companies in India wanted to conduct a visioning and strategizing exercise to decide the new course of action post-Covid. One objective was to enable the leaders to communicate the vison well and execute the new strategy effectively to make a come back with a bang. Another objective was to ensure that leaders are able to manage their stake holders well while executing the strategy.
GrowthSqapes approach included:
This programme created a new vision & strategy and empowered the leadership team to chase the new goals as a cohesive rejuvenated entity.
The Indian arm of a global organization that was in the industrial automation space was facing a challenge in getting the desired level of productivity from its BDE team members owing to inadequacies in not seen to be critical as orders were happening by market pull. However, as competition and market forces took turns, the organization got into a sales capability development mindset and skills related to selling. Also, managing people and processes were initially lopment journey across businesses to re-ignite the momentum in the sales organization
A learning journey was created that included the elements of:
The intervention re-ignited the sales team and improved revenue significantly. This model of development was replicated in other skill development areas also.
As part of their restructuring, our client, a leading company in the business of making and selling Rapid Diagnostics and Point Of Care Testing devices wanted to introduce a standard Selling and Account Management Process and hence required a skill development intervention for their Key Account Managers and Key Account Executives. The intent was to create a standard level of skills through skill integration and measure their skill movements specific to KAM.
In order to create customer pull a customized solution was created in which :
Year 1 resulted in a uniformity of skills being exhibited on the field, thereby establishing the client’s KAM framework. Year 2 resulted in increased sales growth, acquisition of competition accounts and consolidation of business.
Being a right-brained media organization driven by creativity, managing people and processes were initially not seen to be critical as ratings and revenue were happening by market pull. However, as competition and market forces took turns, the organization thought that It was prudent that the Managers and the Leaders be trained to manage people, process, performance and perceptions. Owing to the above, the organization embarked upon a journey of developing it’s Frontline and Middle level leaders.
A multi pronged approach was taken that included:
The intervention met a lot of success and received appreciation from senior leaders. The intervention also created a leadership bench. This model of development was replicated in other skill development areas also.
What started as a small organization, over the years, had grown big . To ensure
better people management practices, the organization intended to develop its senior managers to take higher people development responsibilities. While the process of identifying the right talent was completed by organization, those managers had to be groomed into coaches to do their role effectively. Growthsqapes was mandated to partner with them for this initiative whereby they would be imparted leadership and coaching skills to develop and nurture their team members.
A customized approach was taken that included:
The intervention was a success, resulting in developing internal talent and promoting a culture of coaching. Consequentially, over a period of 6months attrition came down by 20%.
A large Indian infrastructure company with multinational presence has identified a batch of 30 potential leaders from a lot of 700, to be taken through a development journey. The challenge is to make them ready within a period of 18 months with their all-round development as leaders who would take up higher order by being ready to go above and beyond execution and operations to play strategic business roles in future. Their current competencies, skillsets, overall experience and exposure are widely different, and no standard off-the-shelf approach would work to give results that the client desired.
Comprehensive 18-month Leadership Development journey with :
