Obtaining leadership commitment

A German manufacturing organization with offices in Pune and Bangalore has unique problem. Their highly talented engineers don’t want to move the management ladder and transition from developers to managers. With limited next line of leadership, and challenges on culture fit of resources from market the company was challenged to scale up quickly.  Management realized... Continue Reading →

Creating and sustaining Ownership-driven outcome-based organizational culture

Organization culture is an amalgamation of knowledge, beliefs, rituals, customs, values, hierarchy and social behaviour. A common grouse most CEO’s voice is their HR is unable to build and sustain the “intended culture”. Their intention of creating a thriving organization where every action has purpose, employees own the roles and responsibility and collectively the organization... Continue Reading →

Start-up success: whom not to hire

One of the common characteristic of most successful companies is the existence of a strong well knitted core team. The core team is the fulcrum around which the organizational learning, experience and knowledge gets ingrained. It is the team that ensures how ownership, initiative, overall organizational culture of the unit is defined and sustained over... Continue Reading →

Align Rewards and recognition (R&R) with employee life-cycle for better results.

Rewards and recognition (R&R) are important levers for an organization. They must help to motivate the employees, recognize and applaud their contributions and help improve bonding and association with the organization. Unfortunately, many organizations imitate industry norms and do not weigh how their R&R system is making a difference in recognizing the superior performance and... Continue Reading →

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