Success
Stories
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Client Context
A construction major was not profitable for past several year and the group was considering folding it up. As a last ditch attempt they had hired a pedigreed CEO with a mandate to turn it around. CEO quickly diagnosed that there are leadership challenges such as tribal culture, lack of collaboration, strategic thinking and people processes.2
Intervention
We conducted group discussions with employees and personal interviews & 360 feedback for leaders. Based on the diagnosis, we conducted a leadership off-site and presented our findings. Leaders struggled to own the findings because the needle indirectly pointed at their leadership style. However, when we engaged in crucial conversations, ironed out individual differences, created an environment of trust, it became easy for them to own and subsequently change their reality. A liberating mindset was achieved where they realized that `if unconsciously they created `this’ reality, working more consciously they could build a great business together’.Over the next few months, we facilitated strategy conversations, consulted on people processes. Conducted a number of workshops on aligned people with business priorities.
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Outcome
With CEO’s energy, restructuring of portfolios, renewed strategy and motivated workforce, the company turned around, became profitable in two years. Today, it is well known for it’s innovations in the housing sector.1
Client Context
A leading private Insurance company on a high growth trajectory, was concerned about its shrinking renewals business. Their annual CSAT survey indicated that their customer experience had plummeted to 2.4. There was an urgent need to improve the CSAT ratings2
Intervention
A qualitative survey was conducted with CS workforce and interviews with the leadership team. Outcome of our study pointed that there is no alignment on the service philosophy and behaviors in the entire organization. And also that the processes are not implemented uniformly within regions.We worked with the senior most leadership to define the service philosophy (vision), parameters and behaviors. We trained the middle levels on the new service philosophy. Then identified and trained internal trainers to train the rest of the workforce. We recommended automation to create standardization
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Outcome
More than 2500 customer service workforce was trained in a quarter. There was one mind and a sharp focus on customer experience. Automation helped us stop the deviation creating uniformity in the experience. As a result of these interventions, their CSAT score improved to 4.2 in the following year.1
Client Context
Client’s growth was stagnated at 5% CAGR for the previous five years. Leadership development program got leaders asking for more.2
Solution
We facilitated a strategy conversation for MD & his direct reports. Using 3 Boxes of Strategic Innovation, their overall strategy was rehashed. It was agreed to gradually exit the only product they had and get into `adjacent products’ that require same core competence and a minimal investments for plant operations re-alignment. They came up with a B-HAG that would require them to accelerate growth to 26% CAGR for the next 12 years.To make this happen, leaders took up Business Transformation Projects, we put together centers of excellence for quick technical upgrades, coached leaders on strategy execution, revamped people processes and trained them on embracing change.
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