Selected
work

The client

Based in southern India, the client is India's largest producer of rubber footwear in the organised sector. Over 37 years, the company has grown to lead its segment. It began as a single raw material, multi-product company and grew into a multi-raw material, multi-product company, with state-of-the-art manufacturing facilities and testing labs across four states.

The situation

The client had set an ambitious growth target, consolidating its position in every segment and innovating in new products. As part of its growth plans, it introduced a leading ERP system for all its business processes. The leadership team was committed to transforming the organisation through professional management practices and industry best practice. To reach its targets, the company needed efficient ways to monitor business performance and to carry a performance-monitoring mindset down to the grassroots.

The client's Board of Directors turned to Abanel to drive the change. We studied the footwear market in depth and spent time with business leaders at the client's locations to understand the market, the competition, the business priorities and the challenges involved.

Practical approach

The client wanted the latest thinking in management systems, in an approach that was practical and could be implemented with ease.

Business impact

A system that gives the Board a clear feel for the pulse of the organisation, through a well analysed, impactful set of performance indicators that help drive the business.

Scalability

To support the growth targets, the solution had to be robust enough for the multi-fold increase in business expected over the next 5 years.

Facilitate change

The change had to be facilitated well enough to win the buy-in of every employee across functions. The mandate included preparing the organisation to accept the change and sustain it.

A Steering Committee of Board members and Functional and Business Heads built a sound, collaborative approach to an impactful management review process. The client learned the significance of Key Performance Indicators, the importance of focusing on the most impactful indicators, and how to deep-dive into any indicator to understand areas of concern.

To win acceptance for the initiative, we held separate sessions for employees at every manufacturing location and office to address their questions. By educating stakeholders at multiple levels and sharing the business perspective behind the initiative, Abanel built ownership of the change.

The result is a far more effective and focused review of performance, both at the Board and among the Functional Heads. Decisions are based on data and analytical review. The focus is on lead indicators that drive growth rather than on reporting lag indicators. Benchmarks have been set for most indicators, and discussion now centres on reaching them through continuous improvement programmes. Every function understands why the organisation tracks the data it does, and every employee is aligned to organisational goals through how their function affects business results. This shared understanding has brought more inter-departmental dialogue, with the intent of building a better organisation.

The client

The India Development Centre of a media research firm headquartered in the US. The organisation has built its brand as a preferred software product development company in India.

The situation

With the organisation's growth and its progressive HR practices, many HR processes needed to be automated. The system had to manage the flow of information among employees, managers, HR officials and other stakeholders, with a workflow to handle business process transactions and route decisions through the right approval chains. The three biggest requirements were the recruitment process, the payroll process and the performance management process, along with a range of reports.

The client had already selected an HRMS vendor based on the needs identified.

We wrote a detailed Systems Requirements Specification (SRS) to bring clarity to exactly what was needed. Our experience with implementations of the world's leading ERP packages brought the right perspective on what to expect.

Impact

70%

Almost a 70% reduction in time spent on administrative processes

The system offers employee self-service, easier data maintenance, assured integrity and accuracy of data, faster responses to employee queries and minimal paperwork. The HR team was relieved of much of the fire-fighting on data integrity, data management and employee queries. As part of the project, every HR process was streamlined to bring in best-in-class HR practice.

The client

A new entrant in key industry verticals: environment, infrastructure, energy and urban infrastructure.

The situation

We joined the organisation when it had only a Managing Director on its board. Entering this early meant we were part of the company's organisational DNA as its business strategy, people strategy and future vision took shape. Our mandate was to look at the organisation's HR infrastructure from a strategic perspective, design every system to support the strategy, implement those systems, guide the incoming HR team and ensure a smooth transition of the operational systems.

Impact

30×

Growth from the first few months of operations

The organisation grew 30 fold from its first few months of operations. As promised to the client, every HR system delivered scalability: the selection processes, new hire orientation, the performance management system, HR operations, and policy and benefits implementation. This freed the HR team to focus on the strategic issues that support the business.