| |
The offshore development center of a global technology major managed by one of India’s leading IT Services companies, approached totus with a request to support their re-missioning exercise. The offshore development center was guided by a mission document, which had been crafted a few years ago. Given the changing business context in the industry, there was a need to create a new mission document that would guide the organisation through the next leap of growth.
Given the culture, the leaders were keen on evolving the mission in ‘as inclusive a manner’ as possible. Using some of the principles of appreciative enquiry we designed an interview protocol which was used to discover the success of the past, the dream of the future and the wishes the employees had. To support the remissioning event, teams also engaged in a significant amount of preparatory work in terms of data collection, analysis and so on.
With a community of over fifty participants, the remissioning event was characterised by high energy and enthusiasm. While there was an animated debate, the mission that was finally evolved was completely owned by all present. The mission was highly appreciated by all stakeholders and seen as most appropriate for the future.
| Finding Common Ground – Top Leadership |
The CEO of one of India’s leading international banks, a part of a fortune 500 global giant approached totus to help him mobilise his team and rally them around the new business strategy that had been evolved for the bank. Given that he and some of his management team members had moved into the roles recently, there was a need to build collaboration within the team and get them to commit to the new strategy.
While the sponsor’s expectation was a workshop to achieve the objective, totus was of the view that for any such change and future oriented workshop to succeed, significant amount of preparatory work had to happen, much before the workshop.
The Principal Consultants of totus worked with the leadership team over a six week period to jointly evolve the agenda and image of the preferred future The summary data and the proposed design was shared with the team and their agreement was obtained. The preparatory work also included a leadership team 360 degree survey.
With preparation of such a robust nature, participants came to the workshop with a high level of ownership for both the design and the outcomes. This led to the team enthusiastically sharing the CEO’s future strategy.
|
|
