Case Studies
We do what we say we'll do! This is how we do it...
Leadership Talent Development
Background
A leading European retailer with a significant presence in the Asia-Pacific region approached us to partner with them to design and deliver a programme to develop their high-potential senior managers. The programme had to build on their corporate mission and values. It also has to use a multi-channel approach.
What we did
As a first step, we had an extensive meeting with the Training Director to understand the corporate values and the leadership behaviours that underpinned these values. We then completed a needs-analysis against these leadership behaviours. We were very clear on the focus of our programme – our programme would build the relevant leadership skills and mindset, which the managers could then leverage in the achievement of their business goals.
How we did it
Based on our conversations with the Training Director, we came up with a solution that ticked all their boxes.
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Multi-channel learning design: used the popular 70/20/10 approach.
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Three face-to-face classroom modules, totaling 9 days spread out over a period of 6 months;
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6 hours of 1:1 coaching for each senior manager with a certified coach;
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Webinars from subject matter experts;
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Peer coaching groups and
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Business project presentation at the end of the 3rd module.
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Linking to the organisation’s values: the learning objectives of all three modules were strongly linked to the 3 values of the organisation.
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Building the skillset and mindset: the 3 classroom modules focused on transferring knowledge on the skillsets of successful leaders. The coaching focused on the right mindset needed to master the skillsets.
Design Thinking
Background
A large multi-specialty hospital group in India had disastrous customer feedback, when they polled their large base of patients and families. The hospital was unable to interpret the data intelligently, as the feedback was in extremes.
What we did
We ran a Chi-square test to determine homogeneity of the feedback. The results indicated that there were two types of customers who had taken the feedback – the patient and the family. Since the needs and experiences of these two groups was significantly different, we determined that it was important to capture the voice of these two customer groups separately in order to accurately identify the areas of improvement.
How we did it
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We designed two separate questionnaires targeted at the separate customer groups.
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We identified a schedule to administer the questionnaires.
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Over a 30-day period, we collected nearly 20,000 responses, from which we categorized the feedback into different categories.
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We recommended significant changes to the hospital’s internal working processes, which would help shift customer perspective. This also included recommendations for digital interventions.
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In addition, we also designed and implemented a Service Workshop, which trained the hospital staff on the following elements:
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Customer identification
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Empathy
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Expectation mapping
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Organisation Development
Background
An online retailer with a significant base in Europe and Asia were looking to revamp their organisation culture to bring the focus on their people’s development, rather than just focusing on the KPIs and budgets. The organisation was also seeing a lot of attrition and they wanted to focus on retention.
What we did
We began by speaking with the CEO and the members of his board to understand the underlying concerns. We realised that while the presenting problem was attrition, which was being attributed to organisation culture, the root cause stemmed from the lack of a proper corporate vision, which in turn translated to “no People Operating Model” and a lack of uniform application of people processes.
How we did it
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Facilitate a board meeting and build a common vision for the organisation
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Build a People Operating Model, which forms the bedrock for all people decisions. The Operating Model was built on a strong competency framework. The competency framework was used to write competency-based job descriptions, which in turn enabled stronger recruitment. The framework also became the basis for managing performance and development.
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Suggested a robust performance management process, which focused not only on past performance, but also on development areas.
HR Consulting
Background
A well-known manufacturer of luxury motor vehicles grew very rapidly outside their home country and very soon had a global presence. This rapid pace of growth resulted in their HR policies being formulated based on their home country laws.
What we did
We audited the organisation’s HR policies to ensure compliance with local labour laws and recommended changes where they were mandatory.
How we did it
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We studied all policies and the employee handbook and compared them against the local labour laws of the countries in which the organisation was functioning.
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We used traffic lighting to highlight areas of risks, issues and concerns.
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We recommended changes for all risks and issues and highlighted current concerns that had the potential to turn risky.
