A Fortune 100 Organization
A Fortune 100 MNC had a change in the India leadership at a turbulent time for the company and industry. The new leader was embarking on a large-scale change project in line with a re-visioned future and strategic imperatives. The first initiative was to enrol the top leadership and the top 100 leaders in a process of co-creation. The leadership team needed to confront dysfunctionalities on synergy and accountability before they embarked on the co-creation with the top 100 leaders.
For these two key deliverables, Breakthology did in-depth pre-work, held diagnostic conversations, designed, and facilitated the following:
1. Engaged with the top leadership team on two occasions. The first was a 2-day meet where we facilitated a programme to enhance interpersonal candour, connect, improve trust levels and accountability. This was followed by a L-team dialogue focussed on generating and aligning with the structural changes necessary to deliver on the stated vision and strategic imperatives. A specific plan on enrolling the organisation on these changes was also crafted.
2. Breakthology led an LSIP based programme with the top 100 executives to generate possibilities for growth, convert these into action plans and to align with the proposed structural changes.
This was the third major engagement with the client over 3 years, with the previous engagements also involving breakthrough initiatives with the leadership team followed by action planning covering the top 150 executives.
This engagement, outlined above, catalysed the adoption of the re-visioned, strategic imperatives, addressed a silo’d mentality that pervaded across the organisation and set them on course to identify, plan for meeting their stated business objectives.
Other Case Studies
A telecom infrastructure provider had grown rapidly and was experiencing the early stages of plateauing of growth. The financial metrics were stable, and the HR team noticed initial signs of some cultural issues to be addressed. The initial need communicated to us was to conduct a couple of stand-alone People-management skill programmes.
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