Client success
Work we have done, and what changed afterwards
Three engagements, described by sector rather than by name: the challenge as the client experienced it, what we did in the room, and what the business could measure afterwards. Not every engagement produces numbers this clean. These three did.
01 · Manufacturing · Plastic piping
The Haridwar plant of a Top 5 player in India’s plastic piping industry
Delays, complaints, under-used machines and wastage were being explained as a systems problem. The diagnostic showed it was a leadership one.
180dayswithout a safety incident
30minfaster dispatch turnaround
10bpsimprovement in plant performance metrics
Challenge
- Gaps in execution, collaboration and operational excellence at the plant.
- Delays, customer complaints and machine under-utilisation.
- Wastage above target, and low employee morale.
Intervention
- A diagnostic through stakeholder discussions, including the promoter, focus groups and a pulse survey.
- A two-day leadership offsite on growth mindset, navigating change, execution and operational excellence, ownership, collaboration and accountability.
- Leaders worked on real business issues in the room and left with actionable plans.
Outcome
- 10 basis-point improvement in plant performance metrics.
- 180 days without a safety incident.
- 30-minute improvement in dispatch turnaround time.
- Cost per kg stayed below the target limit for the year.
02 · Consumer durables · Appliances
A leading Indian kitchen and home-appliances manufacturer
Strong functions, weak hand-offs. Every department delivered its own numbers; the organisation kept dropping things at the joins.
₹1croreannual savings in one plant
5,000from 3,000pieces a day, same line, same people
94% from 82SLA compliance
18%shorter order-fulfilment cycle
Challenge
- Siloed working and limited cross-functional collaboration.
- Gaps in ownership and accountability; teams working within functional boundaries.
- A need to shift from task completion to ownership of outcomes, and to build people-development capability among leaders.
Intervention
- A leadership development journey for the top leadership and middle-management teams.
- A two-day experiential leadership conclave, “Unstoppable Together”, followed by a three-month learning journey on mindset, ownership, collaboration, leadership effectiveness and operational excellence.
- Daily and weekly huddles, cross-functional squads and workplace improvement projects to turn the learning into practice.
Outcome
- 18% reduction in order-fulfilment cycle time; 12% reduction in inventory discrepancies.
- SLA compliance up from 82% to 94%; 2% reduction in stock-outs.
- Output in one plant up from 3,000 to 5,000 pieces a day; ₹1 crore in annual savings from productivity and process optimisation.
- Fewer inter-departmental escalations; leaders coaching rather than directing.
03 · BFSI · General insurance
A market-leading private general insurer with pan-India presence
New joiners were leaving inside the first year, and exit interviews kept naming the same cause: their manager.
30%drop in infant attrition
Year onewhere the exits were concentrated
360°feedback showed better managerial support
Challenge
- Talent churn under one year of tenure, with managers the number-one reason given in exit interviews.
- Delays against projected milestones, leading to budget overruns.
- Inadequate people-orientation at the managerial level to manage people, change and culture; low engagement scores.
Intervention
- Articulated the organisation’s talent attraction, hiring and retention strategy with the key stakeholders.
- Uncovered the critical factors behind retention and churn.
- Designed and facilitated “Reflections”, a managerial development programme for middle management, delivered through train-the-trainer.
- Restructured project-level accountability and the review mechanism.
Outcome
- A 30% drop in infant attrition.
- Directional improvement in engagement scores, tracked for common teams.
- Higher adherence to project milestones.
- Improved perception of managerial support in 360° feedback for people managers.
500+
leaders through a 60 Bits programme
100+
workshops facilitated, in person and remote
25+
industries, grouped into 10 sectors
95%
of clients commission a second engagement
Three different businesses. The same way of working:
Information→Attention→Insight→Action→Change
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Your challenge could be the next one
Tell us what you are dealing with. In 45 minutes we will tell you honestly whether, and how, we would work on it - and which of these three it most resembles.