One of the leading family owned regional retailers wanted to launch a flagship lifestyle store with a different and unique identity. As it was to be a new store front, we were able to begin with the floor plan with assigned locations and floors for each specialist area. Identify the type of products to be stocked, people to be hired, finances in terms of equity and working capital and marketing the brand upon launch. The store is an immense success is planning to open their first branch outlet soon.
One of the leading hotel chains found that their service levels had dipped due to lack of staff motivation and lack of a robust progression and development program. Our assignment included conducting a climate survey and a review of their current onboarding and progression process that was in place. Upon reviewing, the recommendation was to introduce a structured progression and development program to promote front line staff to mid level managers. The project involved identifying the core and behavioral competencies at various staff levels and documenting them. Then a robust managerial development program being implemented. This was done with the senior management being the final panel to evaluate candidates upon going through our stringent process. This ensures that their staff engagement scores increasing beyond their industry benchmark and having a robust progression path for all staff members.
The senior management of a leading insurance company realized that there was a gap in the interrelationship amongst the senior management due to their operational engagements leaving minimal time for strategic outlook. We did a situational audit of their overall structure and random survey of a couple of managers. Our research revealed that there was an issue of trust and understanding amongst the key staff members. We conducted a 360-degree assessment and determined the key impediments and worked with the senior management to address this through key interventions.
A leading logistics company merged with a global partner and wanted to align their organizational structure with their parent group. Our assignment was to begin with their values driven behaviors and the competency framework to design and deploy their organizational structure to meet the current dynamics of the market and develop the job descriptions and specifications and align the current people within this new structure. Upon doing that we had to assess the competencies of these employees to determine if they fit into the roles that they are put in and the gaps in the skills that they have. For those who needed the up-skilling of them, a formal progression and development program was designed.
A leading luxury vehicle retailer decided as part of their overall growth strategy to identify their future talent to take stock of their people and their skills to create their talent pool. Our assignment was to evaluate all thirty of their mid level managers who have been with them for over ten years and determine their skill sets and carve out their career path and plot them on the talent pool. We evaluated them with a MBTI type personality indicator assessment and a online competency assessment. Based on the outcome a personal development plan and group and individual coaching modules were designed and implemented. All the candidates were mapped as per their standings of performance and future potential on the talent pool for the management.
The client was a pioneer in manufacturing and marketing of school and office supplies. They were experiencing a high attrition rate amongst the tenured staff members. Our assignment was to determine the reasons for the high attrition and structure a methodology to align their people to execute the strategy. We conducted a random survey and an audit of the current on-boarding, development and succession planning systems. The findings indicated a communication gap between the management and staff. We conducted an Employee Engagement Survey to determine the areas that worked well and the areas to be improved and the net promoter score. Also, we conducted a assessment of competencies of all senior staff members to determine their areas of strengths and weaknesses. The post assessment personal development plans with one to one discussions enabled them to look at their potential and the prospects for growth and development. Also the post Engagement Survey initiatives helped them to address the areas of concern..
The client is an investment advisory service organization based on the Islamic Sharia principles. As per the client’s five-year strategic plan, they wanted a phenomenal growth of becoming a LKR Billion business by the fifth year. This growth required the right set of people aligned with their overall corporate strategy. The project involved identifying the client’s purpose, vision, mission and objectives based on the Board strategy. Then articulating these as executable actions through skilled people. We defined the key values and the related behavior and the required competencies. This was transcribed into a competency framework to measure and align the existing staff to their strategy. With the design of the competency framework, we assessed the current competencies of the staff and measured the gap to the envisaged levels based on the framework. A performance appraisal matrix too was designed to objectively measure the performance and progression impartially. As a long-term assignment, people were assessed with the psychometric test and one..
The client is a leading distributor of FMCG products and is a member of a large conglomerate. The client was experiencing minimal growth in top line and market penetration, especially into the rural areas. The project assigned to us was to relook at the distribution channel and restructure to ensure maximum penetration into the island wide resellers and to create a robust control system to ensure sell-through and volume growth is sustained. A survey was conducted amongst a selective number of resellers and retailers to obtain feedback from them on the client’s operations. The distribution model existent was not reaching out to all the retailers island wide due to lack of logistic support and practical aspects on storage facilities. A hub and spoke structure was designed with regional re-distribution points with sub re-sellers with the client’s staff working in tandem with them. The project completion resulted in the client reaching over 90 percent market penetration with the topline growth going..
The client was one of the leading non-banking financial services companies in Sri Lanka with a multitude of products on offer but their year on year top line increase was below industry level. We did a research on their operations and a survey across a sample of customers. The problem identified was that the organization was catering to the incoming sales enquiries only at their island-wide branches. The rate of cross selling, upselling or repeats were bare minimal necessitating the client to spend heavily on advertising and marketing communications. The problem was identified to be within the organization where the sales and the customer service teams were only servicing the incoming and existing businesses and do not market their additional products from the portfolios. The project reviewed the sales execution cycle and changed some of the crucial decision-making and touch points to empower the front line staff to be more proactive and make decisions. The practice has been for the..
The client was a leading mobile service provider. They launched the broadband services to the local market following the market leader. The client found the competition very high and the market penetration very low. Our engagement was to identify the reason for the low penetration and find a solution for quick implementation. A market survey was carried out on a random sample island wide and a 360-degree review of their operations. We found that the client’s unique selling proposition of being faster and cheaper was not getting the customer breakthrough. Our proposition targeted to look at the customers’ lifestyle and offer solutions based on their life needs. Based on the new approach, the sales channel structure was reviewed and restructured and the channel sales team was developed to sell based on their customer lifestyles needs. The unique selling proposition was redefined to match client lifestyles and the sales personnel were developed to meet such expectations.