Success Stories

Driving quality customer engagements

Organization: One of the reputed organisations engaged in offering cyber security to over 600 customers worldwide. Their commitment to security is why they are trusted by the most security-conscious industries, including 18 of the largest asset managers, 12 of the top insurers, and 8 of the top financial technology companies.

Engagement purpose: To enhance the ‘quality of customer service’, as part of an overall goal, to achieve ‘excellent customer experience’.

Method: well-knit engagement with conceptual input sessions, one-on-one coaching sessions, with real time on-site support.

Start point of the engagement: Based on pre-assessment the score on the parameters identified for the quality of customer service was 3/5.

Key components of our engagement: On-site support, the exercises, and the one-on-one sessions revealed a number of issues that need to be addressed. An analysis was made to give a reasonably consistent measure to quantifying customer relationship and customer centricity. The results of analysis were used in the feedback to the participants in the concept session, followed by correction as required in the one-on-one session, and further monitored in the on-site support during the real time conversations with the customer. This iterative process was continued throughout the programme.

Accomplishment: Post intervention assessment score on the parameters identified for the quality of customer service was 4.2/5.

Driving goal setting and goal orientation

Organisation: Designs and manufactures construction equipment for the infrastructure and road construction and maintenance industry. They have been recognised for their quality, depth & width of innovative designs and providing customers with state-of-the-art equipment and technology. Product portfolio includes Motor Graders, Crawler Excavators, Backhoe Loaders, Concrete Batching Plants, Concrete Curber, Pothole Patcher, Compaction rollers, Asphalt Pavers, Asphalt Distributors, Asphalt Maintainers, Force-feed loaders, Chip Spreaders and Brooms.

Engagement purpose: Organizational development intervention (planned approach to align and improve the effectiveness of the organisation)

Method: Individualised Value Proposition (IVP) method for “goal orientation” to aligning people and processess to achieve organisation goals. Workshops, discussions, coaching and training programs.

Key components of our engagement: Collaborative meetings with key stake holders to arrive at key objective and time bound short term and long term milestones for the organisation. Worked with the various functional teams to evince a “buy-in” on the organizational objectives and to “align” their objectives with that of the organization. Evinced goal oriented processes for all entities to achieve the desired state for all functions including HR, recruitment, production, logistics etc.. Developed policies and processes that would enable achievement of the planned goals. Powered “right fits” for every job through dynamic job descriptions, tests, contextual evaluation of requirements for hiring and training. Drove “discipline” to ensure process adherence and “adaptability” to power continuous improvements. Powered the implementation of a “value centric” performance management system to enable performance for success.

Accomplishment: Soft outcomes – Realistic goals and buy-ins from all department heads. Percolation of organisation goals across the organisation. Set up greenfield policies and systems across the organisation.

Driving revenue growth

Organization: An Indian product startup in the IT sector with 45+ employees

Engagement purpose: To implement sustainable practices that would help the organization scale and achieve planned revenue growth. Goal orientation was the focus of the intervention.

Method: Individualised Value Proposition (IVP) method for “revenue growth” through coaching, workshops and learning programs

Start point of the engagement: Revenue achievement the previous year was 50% of the planned target

Key components of our engagement: Facilitated the founders to arrive at a “common vision” for the organization. Facilitated the identification of key “values” that would power the organization forward. Facilitated the organization to arrive at a “holistic set of objective and time bound goals” that the organization would pursue in lieu of its vision.

> Worked with the various functional teams to evince a “buy-in” on the organizational objectives and to “align” their objectives with that of the organization
> Worked with team managers to help them “percolate” their objectives down to the last employee
> Developed policies and processes that would enable achievement of the planned goals
> Powered the implementation of a “value centric” performance management system to enable performance for success

Accomplishment: Revenue achievement – 75% of target planned for the year

Driving expectation understanding

Organization: A US based adventure gaming organization, designs and produces award-winning products with 30 million+ worldwide subscribers.

Engagement purpose: To convey, decipher and act in accordance to “shared expectations” of the management stakeholders at the India Office of the US headquartered gaming organization to achieve the organizational goals.

Method: Individualised Value Proposition (IVP) method for “cultural orientation” through coaching, workshops and learning programs

Key components of our engagement: Evinced the “expectations” of key management stakeholders from the US headquarters as well as the Indian HO.

> Unearthed the underlying cultural belief systems and perspectives of various stakeholders on the “expectations”.
> Formulated methods to unambiguously “communicate expectations”.
> Sensitized stakeholders from both cultures on their own as well as the others’ underlying cultural traits in the specific context of their everyday work. This opened up the thought paradigm for stakeholders on what to expect as well as what was expected of them.
> Subsequently, arrived at a “common understanding” of the “organizational objectives” and the way forward plan.

Accomplishment: Soft outcomes – Cohesive working environment resulted in enhanced productivity. They got timely work done resulting in more projects.

Driving productivity & efficiency

Organization: A trusted name in nuclear power, oil and gas, solar energy, automotive, defense and other highly technical industries. A wholly owned subsidiary of 3M since 2012 and leaders in the industry in the development and production of advanced ceramic systems and components.

Engagement purpose: Our client set up shop in India to take advantage of the “low production costs”. However, the productivity in India was 40% to that of their US counterpart thus negating any advantage. Our engagement was to power an improvement in productivity to at least 80% of that of the US HQ.

Method : “Business process re-engineering” through a unique blend of group discussions, learning-by-doing, coaching and training.

Start point of the engagement: Productivity 40% of their counterpart in the USA

Key components of our engagement: Arrived at the key objective and time bound milestones en-route to the success state

> Established “alignment” and “buy-ins” for all entities to achieve the desired state
> Evinced goal oriented processes for all entities to achieve the desired state for all functions including HR, recruitment, production, logistics etc.
> Powered “right fits” for every job through dynamic job descriptions, contextual evaluation of requirements for hiring and training
> Drove “discipline” to ensure process adherence and “adaptability” to power continuous improvements

Accomplishment: The India center matched 86% of the productivity levels of their US counterpart

Driving collaboration & alliance

Organization: A 900+ crore ecommerce organization and is India’s largest online bus ticketing platform bringing ease and convenience to millions of Indians who travel using buses. The company has a global presence with operations across Indonesia, Singapore, Malaysia, Colombia and Peru apart from India.

Engagement purpose: To enhance collaboration & alliance between the quality and product teams that was identified by the organization as the biggest impediment to getting two strategically important products launched within a stipulated time frame.

Method: Individualised Value Proposition (IVP) method for “collaborative alliances” through a unique blend of experiential and learning-by-doing methods

Key components of our engagement: Arrived at the “nature” of professional collaboration. Identified the key stakeholders with formal and informal power in the quality and product teams. Unearthed the “underlying perspectives” of the various stakeholders that were limiting the desired collaboration.

Designed and deployed a specific experiential intervention driven through camping and trekking that brought about:

> A sensitization on the importance of others’ function in the organization
> An inner realization for the “need to collaborate” in the manner warranted, to be able to launch the two strategically important products within the desired timeframe
> Bonding through trust building, by making the stakeholders jointly accountable for various tasks to be accomplished during the intervention

Accomplishment: The program received the highest net promoter score (NPS) across interventions for collaboration.

Driving competencies for up selling

Organization: A 700+ crore OEM in the power industry. A leading industrial steam turbine manufacturer, with a dominant market share of over 60% in India serving diverse industries like Biomass IPP, Municipal Solid Waste IPP, District Heating, Palm Oil, Paper, Sugar, Naval, Textiles, Metals, Cement, Carbon Black, Solvent Extraction, Pharmaceutical, Chemicals, Petrochemicals, Fertilizers, Oil & Gas Municipal Solid Waste based Independent Power Plants (IPPs), and Captive Power Plants (CPPs).

Engagement purpose: Up selling by service engineers as an important growth strategy contributing 40% of sales revenue. On the one hand, service is a fast paced job dealing with huge number of parts and ensuring business continuity for customers. They are responsible for maintenance, problem diagnosis and resolution, compliant handling, fire fighting amongst others… This is what they know and most of them are programmed for problem resolution. On the other, they are required to generate substantial revenues for the organisation requiring a very different mindset and capability.

Method: Individualised Value Proposition (IVP) method to enable “customer success” for up-selling through assessments, coaching and learning programs.

Start point of the engagement : Competency assessment rating – Revenue generation skills of service engineers rating “below average”

Key components of our engagement: Moving from a service mindset to revenue generation mindset to up sell. Drove inner realization amongst service engineers for the “need” to change along the “desired” competencies .

The program was designed to parallel the “actual” business scenario of the organization and required the participants to exhibit the identified competencies in their respective workspaces throughout the engagement.

Focued on developing relationship based selling skills in service

Provided frequent access to the organisations big picture that resulted in buy-ins. Appreciating the need to generating revenues from spares and service eased adaptability and adherence to processes and systems that assist in revenues generation.

Brought a strong relevance between service quality and spares generation. Bad service would mean leaving opportunities for revenue generation on the table.

Accomplishment: Competency assessment rating – Revenue generation skills current rating “Good”.

Driving operational excellence

Organization: A multinational and the world’s largest commercial real estate services and investment providing a broad range of integrated services, including facilities, transaction and project management; property management; investment management; appraisal and valuation; property leasing; strategic consulting; property sales; mortgage services and development services.

Engagement purpose: To increase customer satisfaction rating (CSAT) for continued business from their key customer (A global IT leader) by improving their ‘Operational efficiencies to achieve excellence”.

Method : Blend of one-on-one coaching, workshops, group discussions and learning programs.

Start point of the engagement : CSAT rating was 3.2 on 5

Key components of our engagement: The approach was to engage the ‘leadership’ team first and all the layers of the entire organisation through an “Organisation development effort” (OD). Once the concurrence was reached, Metis did a quick dipstick survey on specific dimensions of ‘service quality’ across vendors, employees at all levels, and, most importantly the customer. The findings revealed a great deal of information to optimise and focus the thrust areas for OD.

> Arrived at metric driven time bound objectives to represent the success state

> Established “alignment”, evinced “buy-ins” and arrived at strategies with the leadership team & other key stakeholders to achieve the desired state

> Powered the team to identify the (a) context and (b) context specific capabilities of each individual to realize the plan

Accomplishment: Customer satisfaction survey showed two important results: (a) The satisfaction levels increased significantly and (b) the level of customer participation in the survey also increased significantly. Both these results are a clear indication of the fact that the ‘journey to-wards operational excellence had taken roots’ in the entire organisation.

CSAT rating was 4.5 on 5 – Second in ranking among peers across the world.

Our collaborative endeavour is continuing to achieve higher levels of excellence. It is important to note that the collaborative success came due a (a) ‘committed involvement’ of the leadership team’ (b) sustaining the OD intervention over a period of three years (b) Sharing the pain points and customer feedback openly and working out solutions (c) Implementing the strategies worked out across the layers of the organisation. We heartily acknowledge the rewarding experience for Metis.

score (NPS) across interventions for collaboration.