Enhancing Organization Effectiveness
Background
This case is from a leading global player in the Technology industry, with a turnover of over $5 Bn.
This intervention was for one of the largest Business Units of its Service Organization with over 500 employees based in India.
This BU was divided functionally into 4 sub-units with localized reporting for administrative purposes and functional reporting to centers in US. While globally the teams were a part of 1 vertical, in India right from inception they had operated as separate teams due to some local considerations. To add to the complexity, each of the team was extremely business critical and the leadership preferred not to take chances by disturbing the status quo over a period of time.
Opportunity Statement
- Siloed approach: Each of the sub-units were operating in their own silos leading to redundancies, lack of synergies, limited career paths, inconsistencies compared to global practices etc.
- Low Leadership Effectiveness: Glaring inefficiencies, redundant processes due to lack of expertise and poor leverage in the system. Low confidence of stakeholders.
- Business Impact: Constant escalations, employee issues, adverse employee survey results, poor feedback on leadership team.
- High attrition: Owing to the factors mentioned above and more, the teams were facing high attrition.
The Intervention:
A detailed diagnostic was carried out by means of studying existing data viz. business results, interviews, analyzing engagement survey outcomes, studying attrition data and exit interviews, participation in team meetings etc. along with some primary data.
The diagnostics was followed by a Multi-stage Change management plan post buy-in from all relevant stakeholders. The change management plan included elements of Organization design and structuring, creating a common vision for the teams, leadership development, wide-spread discussions with the managers and their teams to allay apprehensions, ear to the ground channels, governance mechanisms, extensive communication etc.
The initiative was rolled out over a period of 9 months which saw a relatively smooth transition to the new way of operating.
The Outcome:
- Attrition was lowered by ~ 900 basis points during the gestation of the intervention
- Improved business results
- Engagement survey results were significantly better across all dimensions.
- Stakeholders across the globe were satisfied with the change and the conversation shifted to ways in which this team could be leveraged further.
- Customer Satisfaction results went up by ~ 30%.
