Case Study #2 - Multinational Bank  Synergy & Goal Setting Program

Year : 2005

Audience : CEO, Board Of Directors and Top 30 Profit centre Heads.

Primary brief:

• The workshop was aimed at self introspection and awareness, intrapersonal effectiveness, inducing team values, roles and responsibilities, creativity

Secondary Brief

Identifying challenges and tasks for initiating organizational change, find-the-way and walk-the-talk

Intervention:

• The training used Experiential and other Active Training methods to help participants hone their skills and understanding
• Processes scoped out were:

–Creating a business development team (for cross selling, enhancing execution capabilities)

–Employer Branding (thru HR Synergy, mobilizing national talent globally, developing and attracting talent for the International level)

–Centralized regulatory lobby team

–Developing centralized corporate services team

Key Outcomes:

Created  4 main tasks (around business drivers) and through Team champions created a sustained program basis an  action template (with time lines)

Case Study #3 – Famous Multinational Bank Selling Skills & Goal Setting For Regional Sales Team (Retail Asset)

Year : 2007

Audience : Cross Domain (Product) Retail Asset Team for A MNC Banking Institution.

Primary brief:

Understanding roles and responsibilities

Creativity & goal setting

Identifying challenges and tasks for initiating new stretch goals, find-the-way and walk-the-talk.

Intervention Design Outcomes:

Selling skills

Understanding customer needs

Negotiation, and influencing

Effective communication

Providing customer delight

Ways of engaging with the customer

Goal Setting

Each team identified 3 new initiatives and prepared action plan with responsibilities and timelines

This was presented to the business head to get appropriate sponsorship

These were implemented and direct benefits to business goals demonstrated

Case Study #4 –  Wealth Managers’ LDP Series– Integrating Consultative Sales Mindset & Customer Orientation

Year 2011 & 2012

Primary Brief:

Sales competencies, Brand & Customer Orientation

Audience

Wealth Manager’s of Bank (65 participants covered in three(3) batches per series. There was a basic and advance level.

Intervention Design and Outcomes:

• Increased level of trust & customer Confidence.
• Executive Presence
• Enhanced individual adaptability and flexibility during high pressure situations.
• Building a ‘Can do’ approach to challenges (self actualization)
• Empathy amongst all associates.
• Stepping outside comfort zone
• Encourage transparency as a life value
• Interpersonal effectiveness
• Competition Vs Collaboration
• Decision making & problem solving (solutions driven)
• Effective Business Communication skills (relationship bldg)

Case Study #5 –  Largest Retail Bank In Kuwait, Branch Heads & Regional Managers - LDP Series (Basic & Advance levels)

Year 2015

Audience : All the branch heads & Regional Managers of a banking organization

Primary Client Needs:

Series 1 - Competency Alignment & IDPs

Series 2 – Group Action Plan and Way Forward

Intervention Design Outcomes

Self Awareness

o Identifying, acknowledging and coping with Situational Leadership

o Thinking out of the box or Act away from comfort zones.

o Creativity & Innovation.

o Action Plan and  Business Way forward template with projects (with timelines), using an integrated classroom and outdoor methodology.

Case Study #6 –  Large South Asian Bank, HR Team Integration (Post Merger)

Year 2017

Audience : APAC HR Director, County HR Head, India & other HR  Team Members

Primary Client Needs:

Series 1 -  Post merger culture setting, Competency Alignment and Alignment with Business Expectations

Series 2 – Group Action Plan and Way Forward

Intervention Design Outcomes

Self Awareness

o Identifying, acknowledging and coping with Situational Leadership

o Co Existence Of  ‘Old & New’ cultures

o Thinking out of the box or Act away from comfort zones.

o Creativity & Innovation.

o Action Plan and  Business Way forward template with projects (with timelines), using an integrated classroom and outdoor methodology.

Case Study #2 -  Steel Manufacturing Business Unit Leadership workshop for CEO and Plant Heads

Year 2012

Primary Brief:

• Integrating HODs to common goals set for the year
• Acceptability of new & younger team (HODs) members with an open mind
• Situational leadership & rigid mindsets to be broken down
• Creativity leading to better idea generation with emphasis on participative decision making
• Building trust & realization of interdependence between plant heads
• Being on a collaborative mode by working together instead of blame game
• Address Factors effecting productivity, i.e. people & process issues

Interventions:

• 3 days Level 2 workshop in “Expedition” format at Chamba & Rishikesh, North of India
• Intense reality learning induced by creating “real life situations” without “real life consequences” across locations, pulling them out of their comfort zones in a non-threatening manner!!
• All the constituencies had to be fully engaged to survive!!

Outcome:

1. Leadership integrated across steel plants as one team
2. Cross Plant formation of “Task Teams” addresses ‘Process’ bottlenecks and re-designed them
3. Process changes already institutionalized

 Inducting the “Town Hall” process for brainstorming/review at the workplace

Case Study #3 - Power Business of a Conglomerate Managers’ Conclave

Year 2013

Primary Brief:

• Primary focus on middle management
• Create an re-iteration of the competencies (with a special mention on creativity and thinking out of the box) as per the group’s competency framework.
• As a follow up, facilitating an innovation lab that produces cross functional teams.

Interventions:

• 3 days Level 1 experiential workshop with a mix of indoor and outdoor, held at Saputara, Gujarat.
• Format was mainly based on adventure subtheme
• The methodology was based on individual and group working.
• Included in these were simulation exercises, group interactive sessions and adventure sports tense reality learning induced by creating “real life situations” without “real life consequences” across locations, pulling them out of their comfort zones in a non-threatening manner!!
• All the constituencies had to be fully engaged to survive!!

Outcome:

1.Facilitated in creating and following through on execution of 3 strategic projects for the power business group through “Way Forward”.

Case Study #4 – Petrochemical Giant Competency Development & Assessment for HI-Pos

Year 2017, 2018

Primary Brief:

u

• Re-iterate competencies for the next level for Hi-POs (65 in no)
• Complement internal assessment tools and validate results through an experiential offsite assessment.
• Deploy the F1 methodology (multiple laps) of covering atleast 2 levels of experiential learning

Interventions:

• Conducted 3 workshops of Level 1 and 2 each of DOL’s adventure sports format
• Each workshop was for 2 days with a mix of indoor and outdoor, held at Lonavala, Maharashtra
• The methodology included using NLP based simulation for individual assessment (level 2) apart from group based learning.

Outcome:

Helped in creating individual IDPs for behavioral development

Case Study #5 – Indian Conglomerate Management Trainees’ Campus to Corporate Transition  

Year 2017, 2018

Primary Brief:

• Re-iterate competencies for the next level for Hi-POs (65 in no)
• Checking readiness for ambiguity, decision making and problem solving skills apart from customer orientation

Interventions:

• Conducted 4 workshops for two batches for MT, each of 2 days.
• Created simulations that included night navigation exercises, Adventure and indoor assessment

Outcome:

Submitted group level feedback to management an d HR Department.

Case Study #2 - Global Sportswear and Shoes retailer 

Primary Brief:

• Creation a common attitude within the cross functional business team followed by the cascading the same to frontline sales team including those in third party payroll
• Focus on building tactical decision making , delegation, Conflict resolution and
• Alignment and cascade with the retailer’s global values and workplace conduct

Interventions:

• Conducted closed to 10 workshops and 1 large interventions over a period of 14 months
• Covered all the 3 levels of experiential learning
• Covered through wide spectrum of experiential training methods – Adventure sports, Theatre, Music, Endurance testing
• Intense reality learning induced by creating “real life situations” without “real life consequences” across locations, pulling them out of their comfort zones in a non-threatening manner!!
• Participant group included leadership, regional sales team and Front end retail staff, apart from back office departmental teams.

Outcome:

1. Outcomes: Formation of “STRIKERS”, a core team on a retail mission and also to undergo 4 levels on intervention as conducted  

Case Study #3 -  Global Construction Group from India Competency reiteration

Year 2015

Primary Brief : Re-iterate managerial competencies for Corporate and Regional Project Teams

Intervention – Managerial Competencies, Team Work and Collaboration (2 Days)

Strategic decision making and problem solving

Situation leadership, prioritization and delegation of tasks

Influencing skills

Teamwork

Conflict management

Effective communication

Inspiring and developing people

Ownership and accountability

Weaving passion and energy

Outcomes: Up-scaling of managerial capabilities and self belief.

Case Study #4 - Indian premium real estate developer Campus to Corporate Transition

Year 2019

Intervention – Induction Program (2 Days)

Increasing the quality of behavior required with transparency & ethics 

Critical thinking & problem solving

Influencing & negotiating skills

Realize and reach full potential

Accepting and managing change

Creativity and innovation

Managing Change

Fostering trust, respect, empathy, ownership, commitment and dependability

Result Orientation

Teamwork  and collaboration

Outcomes: Smooth induction into various functions for  coordination of key projects in the group.

Case Study #2 -  Quasi Government & Not For Profit organizations HR team’s mindset alignment

Year 2014

Primary Brief: 

1.Re - align HR team (mindsets) and processes to current reality, team building, adaptability to change & internal customer orientation

Intervention:

1.3 day residential workshop with the HR team, using experiential triggers and simulations with intense process and

2.dialogue resulting in identification of ‘thrust’ areas:

Self driven, HR core task teams formation:

1.Internal/ external customer interface (positive attitude, being nice, appreciation, acknowledgement-Human face) &

2.Better utilization of resources & process to sharing work within HR team, scoping down the existing work profiles

Outcome:

1.Project “connect@cheekanders” on its way addressing “Internal Customer interface” with an action template & also measurables on a “mood meter” being designed This would be first tested within the HR team & then implemented from HR towards other sections of the organization  

2.Result – Re-positioning the HR brand (image) within the organization with sensitive customer approach now measurable