A services enterprises wanted to build a culture of proactive data/fact based decision making in its staff across cadre. Created a series of theme based campaigns that was backed by solid program management engagement, structured training programs, roadshows, metrics & dashboard rigor and incentives.
A bank’s operations was struggling with surprises such as operational losses, customer complaints, unnoticed misses, oversight errors, etc. This resulted in fire-fighting and poor relationship with customers and internal stakeholders
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products.
A captive back office center with 5000 seater estate wanted to reduce its monthly utility expenses by identifying key factors of consumption without impacting employee comfort.
A business unit of a telecom services firm wanted to restructure its sales to fulfillment processes for improving its turn-around time to deliver on customers’ orders which was currently taking over 15 weeks
An appliance manufacturer wanted to launch a new product in the Indian market. It wanted to create new dedicated production facility to manufacture the new product. Timely launch of the product was critical success factor.
The TAT for processing Letter of Credit in bank operations was at XX resulting in lost opportunities and customer dissatisfaction.
An IT education services provider wanted to restructure its sales force across various business units to improve its lead conversion ratio and sales force effectiveness
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