Foods & Beverages
Change Management consulting over a 15 year period from 1995 to 2010 saw our consultant along with Mr B M Vyas –MD, leading Strategic change through total people involvement . Evolving a 6 Pronged Strategy or Hoshni Kanri and using the Large Scale Interactive process for Policy Deployment. This has resulted in taking the Company from a meager Rs 600 crores to the Leadership position it is in today.
Fertilizers, Nutrients and Pesticides
The Vice Chairman-Mr V Ravichandran chartered our service to re structure and redeploy talent. Over 800 employees were assessed using our competency framework, giving them clarity on their strengths and a sense of purpose on their role . Their learning & development plans and responsibilities are also structured through the year 2016. This was highly appreciated and acknowledged by the management as a first by the sheer Volume and Quality of the outcome.
Watches, Jewelry & Consumer Durables
The Watch Division of Titan under the leadership of Mr Bijou Kurien-COO , faced severe competition and the manufacturing was unviable with high salary cost. Saga Consulting developed a comprehensive resourcing model which highlighted redundancies and delayering opportunities. This lead to 23 positions eliminated out of a 127 reviewed .Nett savings generated were Rs 1.67 crores in annual salary as a recurring savings in 2002-03.
As a part of the growth strategy , the management wished to re design their appraisal system and practice .Saga Consulting in collaboration with the Management Committee created a Key Results and Competence based appraisal system. Using the Large Scale Interactive Process , the strategies and goals were cascaded to all managerial levels .The Company moved from Rs 300 crores in 2014-15 to Rs 470 crores in 2015-16
Foods & Beverages
The FMCG company has it’s Operations and markets in Western Africa , supported by a strong Marketing team at Chennai. Saga Consulting worked along with Mr Prakash Sakraney –CEO ,through 2 years in Building a Hi-performance Team at the top, Executive Coaching of Business and Function heads , cascading the Vision across the organization and assessing the Potential of Managers for career path formation and development during 2006-07.
Sugar, Power and Spirits
Mr. Ramesh – MD , hired Saga Consulting to map the competencies of over 150 high performers towards career and succession planning , as a part of the Talent Management initiative in 2014-15. The top 15% Hi-Pots identified by Saga Consulting are engaged in driving Key Business Processes for profits and are deployed as Heads in SBUs of subsidiary companies.
We worked closely with Mr S R Ramachandran –MD , in assessing all Managerial, Staff and Operator level employees on their current profile and potential for growth. Compensation and benefits practices were researched with the Best in Class practices and a judicious blend of Cost of living plus performance based salary levels were determined for each employee. Back in 2007, this was considered an innovative intervention of fixing salary on ` Value ‘ to the Company basis.
Mr. Sriram Santhanam – Director, provided the thrust to Talent Initiatives in the Company in 2012 . Saga Consulting developed the Development Center in line with the Company’s competence frame work. Around 150 senior management personnel were assessed and re-deployed /promoted in to strategic areas in line with their potential. Their business and Functional heads were trained in Coaching and Counseling skills for their continued growth and sustainability.
We worked closely with Head - HR, Mr. Gopi Nambiar and team in talent development area, primarily in the Sales and Trade marketing. The series of programs were part of the Global Leadership development pipeline . Key Managers identified were given higher responsibilities both in India and Abroad .This has become a part of their Prime and Pride Management Development programs for 2 bands of management.
Foods & Beverages
Saga Consulting collaborated with the Sales Team of Pepsico across North , East and West to assess the Franchisees’ sales team on both their Functional and Behavioral Skills. Assessments were followed seamlessly with Just in time inputs on gaps and strengths in ` Real time’. The immediacy of buy –in and the development of Individual Development Plan by the sales teams was concrete and realistic.
In this off site event , we trained 14 batches of middle managers from all functions using the Out Bound Learning mode for Leadership Development and Team work .The first three batches were facilitated by Saga Consulting in groups to trouble shoot on chronic problems back at the Plant. They saved over Rs 1.6 crores as recurring expenses for the company.