Case Studies

POSE Projects Pvt Ltd is a prominent builder in Malabar. They already completed more than a dozen projects and a couple of projects in progress. Projects include high-rise residential projects, malls, and villa projects. Besides projects, they also engaged in undertaking construction works of projects by other companies and individuals. Within the six directors of the company, each director assigned to different portfolios such as Finance, HR, Construction, Design, Legal Matters, and Marketing to make the administration easier. Each director engaged in their responsibility, and they look after staff members under their concerned department.

The directors feel a mismatch between the speed of different portfolios assigned to each director. They were not happy with the quality of coordination among various departments, especially at the lower layers of the hierarchy. As the competition is intense, the management wanted to come up with innovative projects in real estate space. But they were failed to articulate ideas from various stakeholders and resolve some certainly profitable ideas. As they are doubtful about the prospect of the company without a change in model, they approached the consultant.

After detailed investigation through the employees and management, and cross-examination of the facts received, the consultant prepared a resolution in a report. The report includes a set of activities in an order to fix the issues identified.

Various departments in the company are supposed to work in full integration and support each other. Director appointed at the top of each department is with the right intention. Unfortunately, the coordination among various departments not wholly functional in all departments. Lack of proper integration at the top-level reflected in all areas, and it created vital problems at the bottom level: the consultant created fitting hierarchical structure and reporting formats. Secondary reporting links for cross-functional works established. Meeting at a distinct interval and clearly defined KPIs enabled the communication correctly and reduced the development of grapevine communications.

Through the management, the consultant encouraged the employees to come up with innovative ideas to make a remarkable shift in the way of doing business. The company was able to make its position clear within 12 months, and the development of a project in an innovative sector has initiated. The most beautiful thing about the project is, the idea came from a comparatively junior-level employee, and the entire company appreciated it.

(Name has changed to protect the privacy of the client)

It’s a super-specialty hospital with a 400-bed capacity. WAM Hospital is known as a cost-effective healthcare provider in the region and employs more than 1000 employees fulltime and many more in part-time. The hospital corridors crowded with patients and relatives. Construction works of new blocks are in progress as a sign of the establishment is growing, and it not able to manage the requirement.

But the employees looked very tired. Not all of them young but a heterogeneous group of young, old, men, women, retired, trainees, and untrained. It looks like the hospital management made the recruitment only based on salary than the skill and experience. The investors were also not happy because they are not getting enough returns as expected. Though the new building in progress, it seems a weak growth compare to the size of the market and considering the other available hospital beds in the city.

Hospital management realized the growing concern from investors and other stakeholders and decided to approach a consultant to find a possible way out for the situation. The consultant made a detailed quizzing of the employee groups and managers at various capacities. Though, the employees are clueless about what is happening around them, their collective intelligence some light to the situation.

The current hospital was a very small day-care facility two decades ago, and they have invested in developing the infrastructure based on the growth in demand, but never shaped their vision and Mission. They spent further as the competition came in and continued rolling the project, but never realized the importance of building efficiency and clearly defined objectives.

The consultant had multiple rounds of discussion with managers of all levels and the top management again and again to have clarity on values. Major activities and supporting activities separated. Vision and Mission defined, and objectives set for different time frames. Vision orientation programs conducted for employees at various levels and other training programs charted. Management slowed down investment in infrastructure and poured some money to build a responsive system. Some employees transferred to other departments, and some others left the job as they find it challenging to cop-up with the changes in the style of duty.

It is very evident to the management that they can offer a better return to investors from the next financial year onwards. They are expecting the new block will be managed with minimum additional staffing, and it will give a remarkable advantage to the Bottomline.

(Name has changed to protect the privacy of the client)

ABC Hotels and Resorts Pvt Ltd is one of the exceptional properties in Kerala. They ranked first among the best resort serving international guests in the region. They were providing the best amenities in the industry. It was a well-maintained property. They were getting good bookings from travellers across the globe.

But the top management was not happy with the situation. Though they are getting bookings, it is just above the breakeven point. Customer feedbacks are good, but not good enough. The revisiting of guests is almost nil. Visiting customers, through the reference of already visited guests, are very limited. The management is not happy with the prospect of the resort, and they feel a fall in the number of visitors in the immediate future.

They approached the consultant to study the situation and suggest the changes that could help them to establish as a favourite destination for their guests. The consultant prepared a team and had separate meetings with more than 300 employees working for the resort. The consultant collected details of their concerns for the resort, and also perspectives of the matters that bother them. The consultant identified a few problems and suggested directions to fix the issues.

• Though the employees are keeping the instructions of the management, they were not taking initiatives to fix the problems not to repeat it because they are not feeling empowered to do so.
• Though the employees are skilful independently, their skills are not well coordinated by the management. Lack of such coordination affected the morale of the employees.
• There never a system for collective decision making and follow-up of the decisions. They failed to maintain consistency in the way of making decisions.
• Salary dates were often changing because of the issues in cashflow management.
• Tastes of travellers are frequently changing, but there were no measures to catch up with the changes happening in the industry.

The consultant made changes in the levels of hierarchy to create a seamless flow of information. The structure and reporting points, primary and secondary, defined very well. Hard skill, Soft skill, and knowledge update sessions provided in all levels based on calendars prepared based on need assessment and appraisal mechanisms. The consultant made their voice made through the structures created and also ensured that concerns addressed. A proper communication system developed to enable two ways of communication. They have restructured the policies in all departments like HR, Finance, Marketing, and Operations.

Employees now started sensing the requirements of their guests. They have become compassionate as the organization becomes compassionate with them. They are up-to-date with the latest developments in the industry.

(Name has changed to protect the privacy of the client)

TRIABOARDS PVT LTD is into wholesale and retail of building materials for the last 40 years. They have been outstanding in the field and maintaining an exceptional relationship with their vendors and customers. The company has reached around Rupees 100 crores turnover for the last few years, and they are supplying materials to dealers across Kerala and direct consumers in the Malabar region. The company got remarkable credibility in business circles of the area.

Though they are secured the reputation of a great company, their margins were bleeding. The company management was anxious about the future. The profits that they were making were never comparable to the efforts and capital employed. They have initiated discussions internally, but instead of settling with the available options, they have decided to approach the consultant.

The consultant studied the plans developed by internal teams and discussed it with the managers at various departments. The consultant and the management mutually agreed on the same pitch of developing a separate brand so that the company can command the price. After multiple rounds of discussion and research work in a few areas, the management decided the brand position with the help of the consultant. Quality standards were defined, and arrangements have done for contract manufacturing from 3 different companies in various locations. Quality inspection teams formed. Marketing and sales teams set up. But instead of opting for the traditional channels, where the company has a significant advantage with the existing product it distributes, they decided to go directly to the end customers. That decision was obvious to ensure the profit margins. But it was not easy as the existing channels badmouthed the product as the product not given to them for distribution. But gradually, the product got traction, and it became a favourite product in the segment. Now the company is adding more products to the brand portfolio, and they are planning to expand the market further.

(Name has changed to protect the privacy of the client)

LIVE GREEN CERAMICS PVT LTD is a family-owned business working for 40 years, having multiple showrooms in many districts of Kerala. They are one of the first-generation companies engaged in large format retail of natural stones and ceramic tiles. The company emerged as one of the most reliable in the state of Kerala, and secured the trust of more than half-a-million customers, over these years. Employees were very energetic, and a family-like atmosphere maintained in the organization. Though the organization is working in multiple locations, they were able to keep the family culture in all the sites.

The company started facing two issues at the same time, and it severely affected the working of the organization. First, they were on the verge of a change of leadership to the next generation. Second, the intense competition was eating their margins significantly. The new leadership was trying to take measures to keep the bottom line safe, but they tried to do it at the cost of their culture. But resistance from the internal team incited with the act, and they struck in the middle. Now the bottom line is in trouble, and there are domestic issues. The family decided to appoint the Consultant after internal discussions.

After taking the stock, the Consultant has arranged personal meetings with employees separately. The Consultant recorded their concerns. Like in many other organizations, communication is the main issue. The employee community needs to adjust to understand the desire of the new leadership. The new administration should implement their plans only by keeping the employee community in confidence. The Consultant informed the employees that the management wanted to maintain the culture of the organization. But if the bottom line is in trouble, it will affect the entire employee community. The Consultant established a communication channel to make a seamless flow of two-way communication. The Consultant also initiated training programs to create cultural change in the organization. After a few months, when the employee community fit to provide the needs of new-age customers, the Consultant started discussions to develop a strategy. The management and the team had excellent clarity on their organizational values, vision, mission, and objectives. They have great clarity on their position in the market. With the new leadership team and an empowered group of managers and employees, they have started developing schemes for customers and various other stakeholders. Now, after more than 18 months, they are a new company with the modern work culture and keeping the goodness of family culture and planning to establish a new brand of chain stores that will fulfill the expectation of new generation customers.

(Name has changed to protect the privacy of the client)