Organization Re-Balancing: Assessment of headcount – both direct and indirect, comparison with workload and industry norms, scope for redeployment to more mission-critical areas

Organization Structure: Assessment of interdepartmental bottlenecks, need for specific functions, reporting relationships, levels, span of control, roles and responsibilities, and customer-specific structures

Capability Assessment: Personnel, skills and assets required to support different activities – both customer-facing and supporting; availability of these elements in the organization and rating of criticality of each depending on mission and objectives; establishment of resource gaps; alignment to risk assessments.

Learning & Development: Addressing capability gaps as well as driving change during transformation by developing a L&D strategy, defining and building content, creating delivery mechanisms, and running training with feedback and monitoring loops to track actual changes.

• Organization diagnostics and recommendations covering:
• Organization suitability with respect to proposed strategies
• Manpower assessments and ‘Right-sizing’ the organization
• Roles and responsibilities – assessments and changing
• Organization design required to achieve competitive advantage, better customer servicing, removal of bottlenecks

Alignment between different business entities in the organization to enhance operating efficiencies and greater growth.

Creation/improvement of the capabilities required to support current and future business needs.

(The following is a non-exhaustive list of engagements provided as a sample of total experience)

Capability Assessment for a large Indian producer of ceramic products as part of a Corporate Planning exercise. This involved research on industry staffing and operating norms, an examination of the employee capabilities, and an assessment of the organization using a Burke Litwin Diagnostic.

Organization Structure Redesign for one of India’s largest and oldest automobile ancillaries manufacturer. After reviewing customer support needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural changes in the areas of marketing, manufacturing, human resource management and purchase.

Corporate Plan for a major media group including an Organization Redesign driven by the proposed strategy and based on changes in market conditions and competitive moves. The proposed structure moved from a geographic focus to a brand-specific one and supported brand-specific marketing strategies.

Business Planning for a large government-owned public transport company in the Sultanate of Oman. The assignment involved developing a marketing and business strategy for the company, assessing the long term business model, and identifying operational weaknesses. The team developed routes, assessed fleet size and composition, and outlined a new organization structure that would facilitate and strengthen the execution of the proposed strategy and operational requirements.

Restructuring of Global Secretariat of International NGO in the UK – The central body of this multi-country affiliate-based operation was redesigned in terms of its approach, role, services and structure, moving from a support role to one providing common services and guidelines for old and new affiliates, entities, programs, countries, and functions. This was through a distributed structure based on a network of internal service providers. Elements, organization-wide standards and guidelines, and structures were defined for the new operating model, covering specific functional areas viz. Human Resources, Finance, IT, MIS & ERP