An innovative Organization that specializes in product design & development across Industries.

The Client is an Organization that has always prided itself in its ability to constantly innovate and provide beyond the requirements of the customer. The leaders felt that they had reached a level of saturation wherein, the innovation seemed to be lost and the team as such were in a comfort zone. The idea was then to shake the organization at its foundations and develop a sense of disruption, innovation and constant status quo challenges across levels and expertise.

  • Solution Phase (Input):

This was an assignment that had a very close working relationship with the HR Head and the founder/ promoters of the Organization. We looked at this scenario and worked on it as a two-phase solution:

  • Phase I - Structure -> Culture:

The Organization had invariably in its evolutionary progression had taken the structure of a very hierarchical organization which invariably began to function in the form of silos. On that note, we identified three groups called ‘Go-Getters’, ‘Enablers’ and ‘Drivers’ while defining the characteristic traits we believed would enable us to map Individuals within these groups. The mapping was then made based on a multitude of factors with limited focus being paid on their years of experience and seniority. Each group was then apportioned with a list of responsibilities that they would be accountable for based on the project that came in. (Vision, Coaching, and Execution)

Implementation and Impact of Phase I:

Multiple communication sessions were identified first within the core group that had been created to identify the qualifying traits, mapping and potential hurdles/ risk factors and fall-outs. Communication sessions were scheduled wherein, the dissemination of the idea in a phase manner was identified and conducted. Eventually, over the course of X months, the program had been implemented. While there was a certain amount of turmoil and churn, it was identified that the Individuals that did eventually leave were all Individuals who had been struggling to settle into the ethos of the Organization prior to the change and invariably were among the bottom bucket of struggling performers.

Next Steps of Phase I:

Invariably no program exists on its own and will need to be complemented with related programs that will need to be tweaked/ redefined/ created in order to support this entire Organizational Change.

Programs that were identified:

● Performance Enhancement – ‘Meaningful Growth’.
● Talent Identification & Acquisition.

Phase II – Talent Centric Programs:

Performance Enhancement – ‘Meaningful Growth’:

General perception had been made that the current Performance Management System (PMS) had reached a saturation point and was a chore as against a useful proactive program to enhance performance.

Hence, the ‘Meaningful Growth’ program was defined with a few fundamental changes. They were as follows:

● Organizational Goals were shared with the Team Members well in advance to enable them to formulate their goals. ● There would be no Rating System. We believed with the concurrent programs and Organizational structures taking place, it would cultivate an environment of accountability, deliverables, and proactive ownership. ● There

Talent Identification & Acquisition:

As the Company wasn’t a fast-hiring Organization and had a very organic growth model, it was agreed upon that we would identify a model that would be based on more than just interviews and tests.

Program Structure:

● First round would be a telephonic/ personal discussion with the HR Head to share the vision of the Organization, the belief system of the applicants and their value additions.
● A two-day program was defined which incorporated several assignments, tasks, informal events and would also have two current employees to give a perspective of their interaction with them as fellow applicants.
● The programs were defined to identify a multitude of characteristic traits and involved a few members of the organization with both team and individual assignments.
● The final shortlists then held a personal round discussion with two members of the Leadership Team.


The output from this very intense and significant Change Management were as follows:

Talent Acquisition:

Good to Great, Refresher Programs, COE (Centre of Excellence)


Organizational Structure & Meaningful Growth:

  • ● Leaner Organization with a combined collective force towards a common goal and vision.
  • This was amplified by the increase in ratings from the Company’s Customer Engagement Survey over the span of 1 year. There was also a significant increase in the number and diversity of projects.