A large FMCG organization was diversifying into a new segment of mobile phones, where the Sales strategy of their established popular segment of budget work mobile phones would require a strategic turnaround. The business focus and future direction had to move from B2B to B2C, a lot depended on their on ground Sales Team to demonstrate business acumen in finding new opportunities.
The Sales Team underwent capability building programs that helped them reflect on the Sales Strategy of parallel industries. Cross industry Simulations were designed in order to challenge the Sales Team’s decision making and problem solving skills when faced with complex and dynamic business priorities. The focus being the shift in mindset and approach from a B2B to B2C strategy.
The program built the Sales Team’s Capability, focusing on developing Business Acumen, an Entrepreneurial Mindset, Optimizing Cost and Speed of Execution. As a result they were able to shift their B2B to a B2C perspective as and when required.
A Global Financial Services firm, felt the need to upskill their Advisors on being able to influence the US Business Partners to involve them in Client facing projects, than handling backend work. While the India team had well qualified Financial and Legal Advisors; the US counterparts would mostly share backend work with them and handle front facing the client themselves.
A handpicked team was chosen to undergo this program, who the India Leadership Team had nominated to take on front facing client roles at par with the US counterparts. Various methods of Buildng Trust, Influencing and Persuading the stakeholders were covered, including a Simulation on Diplomatic Negotiations, that looked at Influencing prople from a Relationship building perspective than a transactional interaction.
The participants were able to focus on building long term relationships, by gaining trust through demonstrating credibility in their work, articulate and express their thoughts assertively, and manage perceptions not only for themselves but for the India division as well, resulting in getting front facing roles from the US counterparts.
A Large IT/KPO saw a rapid influx of ambitious young talented Subject Matter Experts, who would often seek new challenges and growth avenues to break the monotony of process driven projects; the lack of which often led to them exploring avenues outside the organization. The challenge was how to make a routine job more challenging and creative for the ground force.
Project Shark Tank Series – a 3 month regular series was launched as a Talent Development initiative organization wide, that aimed to give holistic exposure to all aspects of the business including Market Research, R&D, Sales Strategy, Client Relationship Management, Finance and HR through e-Learning resources, Micro learning Videos, and Mentoring
The participants were volunteers from across departments, who engaged in brainstorming sessions, came up with innovative ideas and solutions as part of their product/ service pitches. In addition, their work monotony was managed. It also resulted in innovative solutions being offered to existing clients as well.
An established MNC had a recent merger, where a lot of their core values were rebuilt. The change brought about unrest and inter team conflicts, resulting in delays, poor relationships and poor quality of work. Keeping the dynamic external environment in mind, they wanted their entire staff across departments and locations in India, to realize the need to transition from a competitive mindset to a collaborative mindset.
A workshop on one of their core values ‘Team Spirit’ and foundational competency ‘Collaboration’ was designed for their workforce. The online learning environment helped us curate customized virtual activities that included a Murder Mystery, Lyrical Anthem building for a targeted 90 minute intervention. The interactive mystery game element attracted and engaged the learners to proactively share resources and information across functions to handle disruptions and crisis
The organization saw teams being more proactive with sharing resources and information in daily discussion meetings. The relationship between teams gained a positive momentum. The collaborative behaviors committed post the workshop were tracked by the teams in refresher meetings. The culture saw a big change with individuals taking action to display Team Spirit.
A popular Aviation industry player saw their workforce being unable to prioritize their personal development due to the stress of dynamic flight schedules, constant fire fighting situations etc., which eventually started impacting the quality of communication dipping within the stations. The L&D team organized various engaging training programs, but would struggle with attendance and participation, thus making the intervention ineffective.
We saw huge success with the launch of a recurring Café style Communication Club lasting 8 weeks. The weekly stand alone format of the club, presented the participants with the flexibility that they needed in order to balance their dynamic job priorities with learning on the go. The volunteers comprised First Officers, Station Managers, Internal Trainers, Security Managers, Cabin Crew Leads etc. who would come prepared with the topic decided in advance and present in front of the peer group
Despite the attendance and scheduling issues, as the learners could choose from multiple parallel batches, there was a rise in the participation. In addition to honing their presentation skills, micro learning snippets on building Ethos, Pathos, Logos, Storytelling, Business Phraseology usage, Structuring thoughts etc. were also covered. The management noticed improvement and even promoted some participants, based on their improved presenting abilities
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