Management Consulting

It is encouraging to see that globally there is a gradual shift, which is signaling a brighter outlook in the business environment.

This optimism shows up in a wide range of measures as organizations gain confidence and take a longer view in planning their business and talent strategies.

The urgency to make organizations resilient to future changes however remains one of the top agenda’s of all management teams. In this respect, there is greater focus on the following areas:

  1. Defining productivity in the context of your organization
  2. Tracking employee productivity – detailing the `what and how’
  3. Handling communication of sensitive issues like people movements across business lines or geographies, re-training and lay-offs
  4. Designing alternate strategies to managing budget cuts (specifically vis-à-vis remuneration and other rewards) in difficult times – a necessity to retaining top talent
  1. Understanding need for value creation through greater collaboration - large teams, complex projects, and communities operating across functions, businesses, or geographies
  2. Identifying and handling Employee Performance and Productivity issues arising out of poor internal collaboration
  3. Preparing managers and leaders to build a collaborative work culture – handling sensitive issues related to leadership and decision making styles, organization reporting, allocation of work, process and infrastructure related delays and most importantly those pertaining to lack of transparency, trust, and fairness at work. Understanding role of third party to remove internal bias
  4. Diversity and collaboration - learning new skills, gaining new insights and getting results though successful collaborative efforts across functions, geographies etc.

One of the leading causes of any business proposal or project failing is that the key stakeholders with the greatest influence who impact the outcome or implementation and sustainability of the project get totally ignored. Effective stakeholder management therefore requires proactive engagement and continuously being kept updated on deliverables throughout the project life cycle or business deal going through. This requires active collaboration, communication and risk planning.

  1. Understanding who are your key stakeholders and identifying them for each of the businesses
  2. Doing a dip stick survey or a diagnostic to understand stakeholder assessment of the relevant team in terms of their overall efficiency, performance and productivity and ability to handle specific demands of customers and related queries
  3. Building stakeholder engagement - How and Why?
  1. The best of managers are aware that they cannot handle an organizational problem individually; it requires team effort.  However turf wars and eagerness to outdo each other in terms of revenues or profits or clients, teams/departments often do not extend support willingly unless there is something worthwhile for them. This can cause inconvenience to an external party (read serious reputational loss to a company in the eyes of the customer) besides productivity loss and revenue leakage amongst other.
  2. Creating a supportive work environment – Better Interaction, Understanding, Integration, and Implementation are the four pillars that can aid in building group level synergy at a workplace, prerequisite being open communication with each other.

CEO globally are keen to instill agility in their organizations – ability to move quickly, decisively and effectively in anticipating, initiating and taking advantage of change. But this boils down to preparedness. To be agile organizations must be prepared. Now high performing organizations have been known to approach change from a longer term perspective of their business keeping in mind the forces that affect it and the capabilities necessary to deal with it.

  1. Is your organization prepared to handle transformational change? Is agility a stated value or a formalized focus area for your company?
  2. Is the process of change well defined and synchronized in the organization? Are all sponsors and stakeholders aware of their respective roles in the change process? Are the strategic and tactical challenges and benefits clear to all concerned?
  3. Is there complete commitment from all stakeholders in terms of resources deployed and time allocation to travel/attend every project meeting? Is the budget for this cleared at every level?
  4. Is there a likelihood of fallout of any kind (layoffs, loss of seniority, reduced compensation etc.) which is likely to hurt employee sentiment and be draining on morale in a long run? If yes, how would you design a systematic communication strategy and employee meetings to address these concerns?
  5. Setting monitoring mechanisms to ascertain that all timelines are being adhered to and milestones celebrated and communicated to all stakeholders
  6. Measuring effectiveness of the process and providing feedback to all key stakeholders on progress, delays if any and reasons there off. Setting up dashboards etc. to provide real-time data to all.

Today organizations that are able to deploy technology and innovate will have a sustainable competitive advantage. Creating a culture therefore where risk taking and experimentation is encouraged is of utmost importance in the long-term success of the organization. This not only helps employees feel empowered to innovate in the various areas of business but can also lead to better margins and improved customer relationships!

  1. The most important challenge for businesses trying to compete in a turbulent world happens to be changing the behavior (what they say or do) of people
  2. It is increasingly becoming a necessity that managers and leaders be equipped with knowledge of behavioral aspects that underlie a person’s actions and are skilled in elements like assessing and managing the same  
  3. There is empirical evidence that effective coaching makes a difference in employee commitment and engagement, productivity, retention, customer relationships, and how the senior and top management is perceived
  4. Managers and leaders are starting to see coaching skills like constructively challenging, seeing different perspectives, trusting and using intuition, encouraging and supporting etc. as a vital addition to their personal effectiveness toolbox.
  5. It requires years of continuous commitment at all levels specifically at the top to build a coaching culture. Senior leaders can become good role models by demonstrating effective coaching skills.

We at Karma Consulting Solutions can help you get a deeper understanding of each of the above areas and thus enable your managers and leaders to gain fresh perspectives and accelerate the business impact. Each of the above areas come across as being very simple and fundamental but surprisingly are the biggest pain areas in most organizations today!