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"We know the way, show the way and go the way"
A compilation of few situations which details how some of our clients have benefited from our Mentoring, Strategic Advisory, Hiring, and Board-Room Services.
CEOVista provides solutions that showcase our ability to deliver impact and sustainable results. We are committed to providing clients with the very best and sincere efforts for their stated and implied needs to help position them way ahead of where they were earlier.
Till end 2012, CEOVista has undertaken no fewer than 72 assignments covering mentoring of over 150 persons spread over 1000 mentoring sessions including senior executives, women executives, members of promoter-family of FOBs, celebrities from varied streams. Few case studies given below showcase how CEOVista can help you:
1. To bring a change in work culture from being a sleepy company to a vibrant and high-growth work place: A newly-appointed CEO of a USD 375 million and a third-generation FOB company in industrial equipments is keen to shed its traditional work-procedures and embrace a well-documented SOP.
Mandate: To critically evaluate and modify the newly-documented SOP; to motivate the management team to migrate to new work ethics and culture and to put senior management team thru leadership-development process.
Time-Frame:
a. Evaluation & modification of SOP to suit Indian partner: 3 months;
b. Effective administering of leadership-development modules: 6 months
2. To address the causes behind consistent failure of management initiatives across the company: A USD 450 million 2nd generation FOB company in Textile-sector has taken up a number of initiatives to improve upon its work-culture across its manufacturing units and sales offices. Initiatives take-off with a bang but lose steam mid-way.
Mandate: to diagnose the causes behind initiatives ending mid-way and mentor the top-cadre management on the right methodology that need to be installed for undertaking change-initiatives.
Time-Frame:
a. Diagnostic study: 3 months;
b. Mentoring of management team: 6 months.
3. Mentoring of scion of a business-family: A 28 year old ambitious, hard working, impatient guy; high on big-picture but low on deep-diving. Eldest of 4 siblings; tipped to take over the mantle in 10-12 years time when a big acquisition in Chemical business necessitated fast tracking of his elevation. Group size: nearly 2.4 billion USD spread over India, UAE and Europe. Industry: Engineering, Chemicals, Diversified.
Mandate:To fast-track the learning curve to facilitate elevation to take over 30% of combined business in 1 year, 60 % in 3 years and 100% in 6 years
Time-Frame:
a. Long term organization planning: on-going;
b. Mentoring: on-going.
4. Succession planning in a large industrial conglomerate- 7 out of 12 executive directors and top-cadre guys retiring in next 2-3 years, group plans growth at frenetic pace but worried about dwindling leadership band-width. Group size: 1.2 billion USD spread over India, UAE and Europe. Industry: Engineering & Diversified.
Mandate: To spot and mentor talent within and outside the group companies to facilitate filling up the imminent erosion in leadership bandwidth.
Time-Frame:
a. Spotting the talent within and outside the group: 4 months;
b. Mentoring: on-going.
5. Conflict resolution in business-family: 600 million USD industrial group, founded 24 years back by 2 childhood friends ran into rough weather over induction of next generation family members and their respective roles for future.
Mandate: To work-out an amicable solution for induction of gen-next and their possible roles. Assignment was done in conjunction with a leading industrialist (a common friend of the 2 promoters) and a retired Supreme Court judge.
Time-Frame: 3 months.
6. Mentoring of CEO: Sudden retiring of 62 year old CEO due to serious illness catapulted a 48 year old promoter-loyalist from VP to COO (with backing from majority shareholders). The guy- very high on native intelligence but low on big-picture and leadership. The elevation triggered a series of resignations across the company- a 22 year old USD 110 multi location auto-ancillary.
Mandate: To fast-track learning of the COO (thru mentoring as well as formal learning modules) to help him come to grip with new role and expectations; infuse new talent and re-build the organization around this guy.
Time-Frame:
a. Infusion of new talent and re-build the new organization: 4 months.
b. Mentoring of COO: on-going. .
7. Mentoring of the woman-member of a business-family: USD 280 million consumer non-durable business, founded by a post-independence migrant from Pakistan. The founder's only son took over the business 3 years back but not interested in running it. He would rather sell it off. The old guy is too attached to the business to even think of divesting.
Mandate: to facilitate entry and grooming of shy and reticent daughter-in-law into an executive role and take a call if she will prove to be a good bet for running and growing the business if a professional team is built around her.
Time-Frame:
a. Organization Restructuring, acquiring new talent and re-building the organization: 6 months;
b. Mentoring : on-going.
8. Transition of an FOB thru a professional MD: AUSD 150 million business in Industrial consumables, founded by 3 brothers 18 years back; strong possibilities to take it overseas and raise it to over 3 times in next 5 years. Family patriarchs not clear on way forward.
Mandate: To gravitate the group around a ‘no non-sense and professional” Managing Director who can take the business to its logical growth point and develop a professional team around him facilitating the family-members to move out of managing the business day-to-day.
Time-Frame:
a. Organization restructuring; Hiring of MD and re-building the new team around new MD: 4 months;
b. Mentoring of senior management team: on-going.
9. Mentoring of an expat for heading India business: A Japanese business group hikes stakes in a JV with an Indian company and gains majority holding, appoints a senior executive from parent Japanese company as MD and CEO
Mandate: Amid speculation of resistance from minority partner and its loyalists in the management team, to mentor the new MD to manage the transition successfully without causing erosion in the management band-width ( so as to retain the domain knowledge that the team acquired over a period of time).
Time-Frame: 8 months.
10. Stem the exodus of talent: A USD 75 million company in fast-food chain and allied businesses is losing its senior management team seeking better opportunities outside of company
Mandate: To uncover the real causes of 6 high-performers leaving the company in 8 weeks, address the causes and develop a long-term mechanism to imbibe ownership-concept among the team members.
Time-Frame: 2 months .
11. . Develop Strategic Architecture to tap growth-potential: A USD 54 million and 9 year old Indian company in Power plant equipment manufacturing, relented that to tap the potential to grow many fold, developing a formal strategic architecture is a pre-requisite.
Mandate: To critical evaluate the strategic architecture woven for next 2 years; to train the senior and middle management teams to grasp and appreciate the nuances and significance of formal strategic architecture.
Time-Frame:
a. Development & evaluation of strategic architecture: 2 months;
b. Training of management teams: 2 months.
12. “To invest in after-market or to grow OEM business”: A 150 crores FOB in auto-component business is unable to resolve a 10- month old strategic dilemma and a bone of contention among its 5-membered core team.
Mandate: To help MD understand as why the team members have taken uncompromising stands on such a simple matter and enable the team to reach a conclusion thru consensus.
Time-Frame: 3 Months
13. Business expansion through training and development: A leading “women-clothing” retailer in Delhi-NCR, associated with high-value traditional Indian wear. Management has placed almost no importance on training and development of employees-most employees have stayed with company for over 2 decades since promoting family is known to be very kind and philanthropic. The next-gen is keen on taking brand to pan-India but find it difficult to attract & retain the right people needed for the exponential growth.
Mandate:Evaluate Leadership band-width using formal competency-mapping matrices; Install methodologies for establishing process for learning-needs identification; Suggest Learning budget for next 3 years and mentor the senior and middle-management team on the way forward after gaining knowledge & learning new skills
Time-Frame:
a. Organization restructuring; Hiring of MD and re-building the new team around new MD: 4 months;
b. Mentoring of senior management team: on-going
14. Talent shortages or retention problems: A USD 2.3 b conglomerate ( diversified- Chemicals, Reality, Infrastructure etc) became aware that one division had 4 times the normal drop off rate for senior-management cadre employees and subsequently was unable to develop a leadership pipe-line needed for fuelling ambitious expansion.
Mandate: Set up a mentoring programme to retain and grow individuals in to leadership roles. Establish Mentoring and coaching among KRAs in 360 degree appraisal system.
Time-Frame:
a. Mentoring of senior management team: 12 months;
b. Revamp of Appraisal Process: 2 months.
15. Mentor an expat from Japan on his first assignment in India, as MD & CEO-India of an Indo-Japanese JV company in industrial instrumentation sector.
Mandate: To mentor the expat to enable him to come to grip with the role.
Time-Frame: 4 months.
16. Mentor an expat from Sweden on his first assignment in India, as Director- Global Business of a US MNC in product-certification business.
Mandate: To mentor the expat on his second stint in India (the first one as a product-vertical head ended in a failure) to enable him to come to grip with the role.
Time-Frame: 6 months.
17. Mentor an expat from France on his first assignment in India, as MD – India of a Europe-based Engine-Design company
Mandate: Mentor the MD-India and guide him thru talent acquisition from India for 3 of its Europe-based centers.
Time-Frame: 4 months.
18. Mentor a team of 4 expats from China on their first overseas assignment with a trading major.
Mandate: Work-Culture homogenization
Time-Frame: 4 months.
.
A compilation of few situations which details how some of our clients have benefited from our Mentoring, Strategic Advisory, Hiring, and Board-Room Services.
CEOVista provides solutions that showcase our ability to deliver impact and sustainable results. We are committed to providing clients with the very best and sincere efforts for their stated and implied needs to help position them way ahead of where they were earlier.
Till end 2012, CEOVista has undertaken no fewer than 72 assignments covering mentoring of over 150 persons spread over 1000 mentoring sessions including senior executives, women executives, members of promoter-family of FOBs, celebrities from varied streams. Few case studies given below showcase how CEOVista can help you:
1. To bring a change in work culture from being a sleepy company to a vibrant and high-growth work place: A newly-appointed CEO of a USD 375 million and a third-generation FOB company in industrial equipments is keen to shed its traditional work-procedures and embrace a well-documented SOP.
Mandate: To critically evaluate and modify the newly-documented SOP; to motivate the management team to migrate to new work ethics and culture and to put senior management team thru leadership-development process.
Time-Frame:
a. Evaluation & modification of SOP to suit Indian partner: 3 months;
b. Effective administering of leadership-development modules: 6 months
2. To address the causes behind consistent failure of management initiatives across the company: A USD 450 million 2nd generation FOB company in Textile-sector has taken up a number of initiatives to improve upon its work-culture across its manufacturing units and sales offices. Initiatives take-off with a bang but lose steam mid-way.
Mandate: to diagnose the causes behind initiatives ending mid-way and mentor the top-cadre management on the right methodology that need to be installed for undertaking change-initiatives.
Time-Frame:
a. Diagnostic study: 3 months;
b. Mentoring of management team: 6 months.
3. Mentoring of scion of a business-family: A 28 year old ambitious, hard working, impatient guy; high on big-picture but low on deep-diving. Eldest of 4 siblings; tipped to take over the mantle in 10-12 years time when a big acquisition in Chemical business necessitated fast tracking of his elevation. Group size: nearly 2.4 billion USD spread over India, UAE and Europe. Industry: Engineering, Chemicals, Diversified.
Mandate:To fast-track the learning curve to facilitate elevation to take over 30% of combined business in 1 year, 60 % in 3 years and 100% in 6 years
Time-Frame:
a. Long term organization planning: on-going;
b. Mentoring: on-going.
4. Succession planning in a large industrial conglomerate- 7 out of 12 executive directors and top-cadre guys retiring in next 2-3 years, group plans growth at frenetic pace but worried about dwindling leadership band-width. Group size: 1.2 billion USD spread over India, UAE and Europe. Industry: Engineering & Diversified.
Mandate: To spot and mentor talent within and outside the group companies to facilitate filling up the imminent erosion in leadership bandwidth.
Time-Frame:
a. Spotting the talent within and outside the group: 4 months;
b. Mentoring: on-going.
5. Conflict resolution in business-family: 600 million USD industrial group, founded 24 years back by 2 childhood friends ran into rough weather over induction of next generation family members and their respective roles for future.
Mandate: To work-out an amicable solution for induction of gen-next and their possible roles. Assignment was done in conjunction with a leading industrialist (a common friend of the 2 promoters) and a retired Supreme Court judge.
Time-Frame: 3 months.
6. Mentoring of CEO: Sudden retiring of 62 year old CEO due to serious illness catapulted a 48 year old promoter-loyalist from VP to COO (with backing from majority shareholders). The guy- very high on native intelligence but low on big-picture and leadership. The elevation triggered a series of resignations across the company- a 22 year old USD 110 multi location auto-ancillary.
Mandate: To fast-track learning of the COO (thru mentoring as well as formal learning modules) to help him come to grip with new role and expectations; infuse new talent and re-build the organization around this guy.
Time-Frame:
a. Infusion of new talent and re-build the new organization: 4 months.
b. Mentoring of COO: on-going. .
7. Mentoring of the woman-member of a business-family: USD 280 million consumer non-durable business, founded by a post-independence migrant from Pakistan. The founder's only son took over the business 3 years back but not interested in running it. He would rather sell it off. The old guy is too attached to the business to even think of divesting.
Mandate: to facilitate entry and grooming of shy and reticent daughter-in-law into an executive role and take a call if she will prove to be a good bet for running and growing the business if a professional team is built around her.
Time-Frame:
a. Organization Restructuring, acquiring new talent and re-building the organization: 6 months;
b. Mentoring : on-going.
8. Transition of an FOB thru a professional MD: AUSD 150 million business in Industrial consumables, founded by 3 brothers 18 years back; strong possibilities to take it overseas and raise it to over 3 times in next 5 years. Family patriarchs not clear on way forward.
Mandate: To gravitate the group around a ‘no non-sense and professional” Managing Director who can take the business to its logical growth point and develop a professional team around him facilitating the family-members to move out of managing the business day-to-day.
Time-Frame:
a. Organization restructuring; Hiring of MD and re-building the new team around new MD: 4 months;
b. Mentoring of senior management team: on-going.
9. Mentoring of an expat for heading India business: A Japanese business group hikes stakes in a JV with an Indian company and gains majority holding, appoints a senior executive from parent Japanese company as MD and CEO
Mandate: Amid speculation of resistance from minority partner and its loyalists in the management team, to mentor the new MD to manage the transition successfully without causing erosion in the management band-width ( so as to retain the domain knowledge that the team acquired over a period of time).
Time-Frame: 8 months.
10. Stem the exodus of talent: A USD 75 million company in fast-food chain and allied businesses is losing its senior management team seeking better opportunities outside of company
Mandate: To uncover the real causes of 6 high-performers leaving the company in 8 weeks, address the causes and develop a long-term mechanism to imbibe ownership-concept among the team members.
Time-Frame: 2 months .
11. . Develop Strategic Architecture to tap growth-potential: A USD 54 million and 9 year old Indian company in Power plant equipment manufacturing, relented that to tap the potential to grow many fold, developing a formal strategic architecture is a pre-requisite.
Mandate: To critical evaluate the strategic architecture woven for next 2 years; to train the senior and middle management teams to grasp and appreciate the nuances and significance of formal strategic architecture.
Time-Frame:
a. Development & evaluation of strategic architecture: 2 months;
b. Training of management teams: 2 months.
12. “To invest in after-market or to grow OEM business”: A 150 crores FOB in auto-component business is unable to resolve a 10- month old strategic dilemma and a bone of contention among its 5-membered core team.
Mandate: To help MD understand as why the team members have taken uncompromising stands on such a simple matter and enable the team to reach a conclusion thru consensus.
Time-Frame: 3 Months
13. Business expansion through training and development: A leading “women-clothing” retailer in Delhi-NCR, associated with high-value traditional Indian wear. Management has placed almost no importance on training and development of employees-most employees have stayed with company for over 2 decades since promoting family is known to be very kind and philanthropic. The next-gen is keen on taking brand to pan-India but find it difficult to attract & retain the right people needed for the exponential growth.
Mandate:Evaluate Leadership band-width using formal competency-mapping matrices; Install methodologies for establishing process for learning-needs identification; Suggest Learning budget for next 3 years and mentor the senior and middle-management team on the way forward after gaining knowledge & learning new skills
Time-Frame:
a. Organization restructuring; Hiring of MD and re-building the new team around new MD: 4 months;
b. Mentoring of senior management team: on-going
14. Talent shortages or retention problems: A USD 2.3 b conglomerate ( diversified- Chemicals, Reality, Infrastructure etc) became aware that one division had 4 times the normal drop off rate for senior-management cadre employees and subsequently was unable to develop a leadership pipe-line needed for fuelling ambitious expansion.
Mandate: Set up a mentoring programme to retain and grow individuals in to leadership roles. Establish Mentoring and coaching among KRAs in 360 degree appraisal system.
Time-Frame:
a. Mentoring of senior management team: 12 months;
b. Revamp of Appraisal Process: 2 months.
15. Mentor an expat from Japan on his first assignment in India, as MD & CEO-India of an Indo-Japanese JV company in industrial instrumentation sector.
Mandate: To mentor the expat to enable him to come to grip with the role.
Time-Frame: 4 months.
16. Mentor an expat from Sweden on his first assignment in India, as Director- Global Business of a US MNC in product-certification business.
Mandate: To mentor the expat on his second stint in India (the first one as a product-vertical head ended in a failure) to enable him to come to grip with the role.
Time-Frame: 6 months.
17. Mentor an expat from France on his first assignment in India, as MD – India of a Europe-based Engine-Design company
Mandate: Mentor the MD-India and guide him thru talent acquisition from India for 3 of its Europe-based centers.
Time-Frame: 4 months.
18. Mentor a team of 4 expats from China on their first overseas assignment with a trading major.
Mandate: Work-Culture homogenization
Time-Frame: 4 months.
.
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