A Mid size IT Company:
A mid size IT company based out of Pune and catering to various clients in the USA,UK and Australia had problems in controlling the attrition and also moving up the value chain in their clients expectations. As a result, the C SAT scores ( Customer Satisfaction Scores) were getting low and due to poor people management areas, they could not scale up to the expectations of the investors.
Training Intervention: Having attended the program on Balanced Score Card, The team understood the importance of having strong strategy to achieve the vision of the senior leadership and the investors. They could also think of an action plan on addressing the people’s issues with the right changes being made. The Lead and Lag Indicators were established for making the organization strategy focussed.
A Mid Size Manufacturing Company for Electrical Components being acquired by a Large Japanese Conglomerate, was not able to define the real performance parameters for the people as per the new management’s expectations. The older employees were not comfortable with the new reporting system and PRMS ( Performance Review and Management System) implemented by the new management. More interpersonal issues impacted the business. As a result, the company was getting more focussed on grievance handling than the productivity and result issues.
Training Intervention: Having attended the training on Balanced Score Card, the newly merged entity understood the importance of being strategy focussed and imbibing performance driven culture in the company. To create the buying in from the people, they had to understand and take the remedial as well as development based process initiatives by outlining new KPIs and KRA s for the people. The new entity had to spell out the link between People, Process, Finance and Customers and getting the organization performance driven and adding value to the customers.
A mid size Telecom product company was facing issues with the changed norms in the telecommunication sector and was finding it difficult to cope up with the market changes which obviously was impacting the company’s balance sheet. There was no mechanism for market intelligence and taking the internal processes and people growth issues so that the company becomes more adaptive to the market changes. Also since the technology and development of
people was not on the agenda, the revenue was inconsistent.
Training Intervention: After attending the training on Balanced Score Card, the key stake holders of the company understood the importance of investing in people and technology development . They made it a point to move from Run of the mill manufacturing company to innovation and talent driven company. The lead and lag indicators were established and the company created its own processes to identify and address people, process and technology issues.
Large BPO in India was facing the issues of lower quality output and thus from being the market leaders in their domain, they were pushed to a losing lot. The diagnostic areas pointed out the poor customer retention and internal process issues.
Training Intervention: In the training program they attended , the company’s stake holders understood the importance of the customers consistency and higher value propose. They started making strategies to be customer focussed and put the vision for customer retention . They turned around the retention rate and now had more satisfaction indicators to indicate various aspects of customer delight.
A family run manufacturing unit was getting the professional management in the company to scale up its operations. The newer process development initiatives faced a lot of resistance from the existing team, who was complacent, heavier on the top and had issues of non performing loyalties.
The training intervention emphasised on the merit driven culture. It provided the insights for right process development for establishing the right reward and recognition system. It also started working on the process of people development and address the issues of people growth along with the right share holder’s value.