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One of the largest players in the Financial Services space was struggling with driving consistent customer experience across their various business units. The units were working in silos and the employees had an inward focus only on their processes. They did not see how one process fed into the other and how the entire process flow impacted the customer.
First, we used our Learning Consulting practice to identify process, understanding, and behaviour gaps in the entire service delivery cycle. Then, our Performance Improvement practice created a common philosophy for service, brought it to life through mantras that were inculcated across the Organisation, and institutionalized servicing capability rooted in the reality of their business processes.
There was an awakening of service mindset across all levels in the Organisation. This led to the breakdown of functional and business silos. The entire organisation took a cohesive approach to make customer-centricity a part of the DNA. The CSAT scores of the Organisation went up to 86 from 74 within 12 months.
The client was a blue-chip Organisation with a strong intrinsic focus on people. They were in a highly competitive industry which was facing challenges in terms of an unorganised sector, low material cost advantage, strong buying psychology that could not be moulded. The need of the hour was to energize their leaders to handle these new challenges - all without coming to cross points with the Organisational legacy.
Our Leadership Development practice focused on leadership competency enhancement. We understood what the business goals were and identified key focus areas for all managers. We created behavioural templates that would drive the right kind of leadership behaviour without compromising on the legacy value systems.
After the learning intervention, the team members of the managers reported back. They said their managers' style of leading them in the achievement of their business goals had changed and their behaviour was more enabling. The post program effectiveness as measured by the Organisation showed an improvement of 57%.
A leading Organisation in the Indian Insurance market, despite its strong business fundamentals and exponential growth, scored very low in two of its Organisational DNA anchors - Nurturing Talent and Sensitivity. This posed serious questions on employee engagement and its future impact on the Organisation’s performance.
There were two aspects of our solution: Performance Improvement and Organisational Culture. First we tangiblized Organisational culture into behavioural indicators across all levels of managers. We then created a transformative journey which gave managers a toolkit to drive extraordinary performance while staying engaged with their people.
The managers of this Organisation played their part in building capabilities of their teams. Stories of performance benchmarks being broken, started flooding in. At the commencement of the learning journey, the Organisational score on the identified behavioural indicators was 47.4% and within a period of 8 months, it went up to a remarkable 76.6%.