A trust hospital of repute realized that its revenues and service quality levels were falling. It wanted to understand the reasons behind this and on that basis come up with solutions to address the same. It invited Ganesh Chella to address this Organisation Development need. 

Using a combination of OD and service quality know-how, Ganesh engaged in a comprehensive diagnostic exercise meeting Doctors, Nurses and non-medical team members. At the end of the diagnostic phase, he engaged in multiple rounds of dialogues with the Board to present his findings and then deliberate about a range of recommendations and through that arrive at a clear set of actions to take.

This large B2B and B2C engineering company realized that the career aspirations of its employees and its present policies were not aligned with their Organisation Design. There was need for large scale change in the Organisation Design as well as in the mind-set of leaders and employees.

Wc worked with the MD and CEO as well as the leadership team to conceptualise, design and implement an Organisation Design framework that ensured that all people related decisions (fitment, mobility, promotion and pay) were made based on modern principles of Organisation Design and paid due attention to the role, the Band and the person’s capabilities.

An India leader in the US healthcare services space had made aggressive plans for growth and expects to double its size in five years. This has necessitated a fair amount of reorganization. It has also thrown up the need for new capabilities including a new way of thinking and working to achieve and manage the growth. 

In other words, significant progressive change including hiring from outside. This had caused a fair amount of disruption to the climate of trust and commitment that had existed in the organisation.

The founder and his team were keen to listen to the top 30 leaders and understand their views, perceptions and suggestions and build a certain level of consensus to move forward. We engaged with these leaders in appreciative dialogues and through that provided the space for being listen to, an opportunity to ventilate, to be understood and also engage in conversations to find ways to make things better.

At the end of these conversation, we were able to build consensus on the vital few things that needed to be done and shared the same with all who participated and paved the way for return to greater trust and engagement at the top.