The Client was at the initial stage of growth having an Organizational strength of 45 people looking to grow to 300 by the end of the 1st year and 500 by end of the 2nd year of our partnership. This exponential growth spurt had been identified as a potential cause for multiple Talent (HR) related challenges.
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.
The Client is an Organization that had grown to a certain size but seemed to face an obvious problem with regards to Performance. On further analysis by our team, it was identified that the issue lay in 3 primary areas:
The Client is an Organization that believes in constant innovation and addressing client needs before the client can even articulate them. The Client has aspired to maintain a flat reporting structure with an aim to provide its employees the maximum possible autonomy and ownership to make decisions in the interest of the Organization.
The Client has been in existence for 7 years with minimal outside investment and a strength of ~80 people. From an Organization stand-point, it suffered from a high attrition rate, a strong business-model concept but, a relatively dysfunctional internal operating structure, and struggled in identifying the necessary Talent mix to facilitate its growth and an investment partnership....
