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360 Degree Business
Intervention for Business Leaders at Coforge
Coforge is a multinational IT solutions provider based in Noida, India and
New Jersey, USA. Founded as NIIT Technologies in 1981, the company grew at
a rapid pace and was one of the key names in the Indian ecosystem that
spurred on the IT revolution of the 90s. The company posted revenues of
$600 mn in FY20, and has more than 21000 employees worldwide.
Identifying
The Need
Enparadigm delivered a comprehensive learning program to develop top leadership from within the company for CXO level
roles. They wanted the senior management to work more cross-functionally, be innovative and think big.
The managers needed to understand their customers and competitors better, and take strategic and cross functional business decisions to drive growth.
As spelled out by the company, the desired outcomes were for the senior management to:
Be able to step out of functional roles and be able
to see a holistic picture of business
Build strategic relationships with customers
instead of managing only day to day operations
Proactively build future resource and solution
capability through enhanced talent management
Approach solutioning from a market and
customer perspective, and differentiate from
competitors
Key
Competencies
The following competencies were identified, and growth on these were going to be crucial for the
learning intervention to succeed:
Customer Centricity Collaboration & Leadership
Change Management Holistic View of Business
– The CEO Perspective
Decision Making
Program
Overview
Basis interactions with CXOs and
their inputs on perceived business
gaps, a 2-month long intervention
was designed, including
face-to-face programs, weekly
online retention modules.
The learning journey comprised of
both activity-based &
simulation-based classroom
programs, where the key learnings
were administered through various
modules.
The participants were contacted after six months to analyse the business impact.
Periodic
results
Tools & Frameworks
for
CEO’s Perspective
Cross-functional
Decision Making
Financial Impact of
Decisions
Thinking from a
Customer’s Perspective
Teams of upto 5 participants
Teams analyza previous results,
discuss departmental conflicts &
take business decisions
Concept
Sessions
Customer Decisions
Competing Teams
Debreif with
Facilitator
Participants Leave with
Learning & Insight
Time-bound action plan
Program
Feedback
Understanding of Strategic
Thinking
Before
After
My Interpretation of Roles &
Responsibilities of Other
Functions
Understanding Impact of My
Decisions on Company's
Performance
Understanding of Business
Model of the Future
Understanding of Project
Pricing Economics
Understanding of Change
Leadership
Understanding of Decision
Making Models
Understanding of Situational
Leadership
Understanding of Strategic
Negotiations
Understanding of Managing
Conflicts
6.88/10
8.82/10
Before
After
6.56/10
8/10
Before
After
6.59/10
9.12/10
Before
After
6.59/10
8.88/10
Before
After
6.82/10
9/10
Before
After
6.65/10
9/10
Before
After
6.65/10
8.88/10
Before
After
6/10
8.11/10
Before
After
6.76/10
 8.94/10
Before
After
 7/10
9/10
Impact
Summary
Participants drove outcomes
for Revenue Growth
Participants drove outcomes for
Talent Development
Participants drove outcomes
for Customer Centricity
Participants drove outcomes
for Financial Planning & forecasting
62%
62%
69%
38%
Impact
Summary
Participant
Designation
Action Plan
Pledged
Impact/Use Cases
from Learnings
Vice President,
Cloud Computing
Senior
Vice President Start using negotiation model in
key deals.
Negotiated with  to save $58,000
Importance of
value-based framework
Understanding the pricing models,
GAP models, and Business
Strategy
Tie up with one of the world's leading
software companies as Tier 1 CSP partner;
better understanding of pricing models &
business strategy
18-19% increase in sales
Closed two deals worth ₹1.5 Cr
Key
Takeaway
Vice President, Finance Apply Scotwork model for better
negotiation
Negotiated to save
₹40 lakhs
Scotwork skills for
all negotiations
Key
Takeaway
Participant
Designation
Action Plan
Pledged
Impact/Use Cases
from Learnings
Identify key staff within BFSI and
create a grooming plan to build a
strong second layer in the
organization
Attrition rates down from 29%
to 22%; working towards
 target of 15%
Skill-Will Analysis, 6 Thinking
Hats, When to Zoom in and
When to Zoom Out
Business models for the
future
Won Innovation of the Year Award at
the GSA, UK for RPA based slip
data entry; saves time
by 40%
Vice President,
Operations Drive Transaction Based pricing for SEI Achieved revenue
of $450,000 RPA Based Slip Data Entry and pitch
to subscribe using Insurance
companies
Estimated total return on investment:
925% (basis impact numbers
shared by all participants
vis-a-vis learning investment
done by the company)
Participant & Reporting
Manager Testimonials
“We did a comprehensive competitive analysis of 3 main competitors, and redid Go-To Market
strategy for 5 of our core solutions. We discussed which accounts needed to be focused on, and
decided on 4 key accounts in the US and 4 key accounts in Europe.” – Head, Large Deals
“We moved away from T&M price model to service-based pricing. The customers are
receiving it well. It is a win-win situation since it will lower cost for the client initially and
definitely be profitable for us in the long run.” – VP, SEI
“I agree with his implementation feedback. He is now quite
involved strategically and has started engaging much better
within his geographies than in the past.” – CEO
“He has fully internalized the learnings – I have seen these translating
into the kind of conversations we are having and proposals we are
submitting to SEI. Almost all of them are non-linearly priced offerings
based on business value add. “ – Exec. VP, Europe
“My main focus has been on growing accounts for the Insurance vertical. The
vertical had not really accelerated in the last 3 years, but has nearly doubled
in the last 6 months. The growth is 90% and run rate from April to October is
very high.” - Client Partner
“Apart from the flow of new leads into his account, he has
further been able turnaround and grow some old accounts. He
is able to engage one level higher rather than being on the
transactional mode.” – CEO
“It takes time to understand people management. The transition for team leader to manager
is not smooth. Instead of suddenly handing over a large team of 40, we gradually increased
the team size from 10 to 20 to 40, so that its smoother. Individual Learning and competency
plan (ILC) have been newly added and we came up with courses to fill performance gaps.”
“He is the one who has benefited from the program
fully. Every module was relevant for his role and he has
benefitted.” – CEO
Contact us
Find out more at
www.enparadigm.com
Nidhi Shah
+91 70452 51819
nidhi.shah@enparadigm.com
Shashank Saurav
+91 70459 02734
shashank.saurav@enparadigm.com
www.enparadigm.com
여기 있습니다.360도 비즈니스Coforge의 비즈니스 리더를 위한 개입Coforge는 인도 노이다와 미국 뉴저지에 본사를 둔 다국적 IT 솔루션 제공업체입니다.미국 뉴저지에 본사를 두고 있습니다. 1981년 NIIT Technologies로 설립된 이 회사는 빠른 속도로 성장했으며빠른 속도로 성장했으며 인도 생태계의 핵심 이름 중 하나였습니다.90년대 IT 혁명에 박차를 가했습니다. 이 회사는 다음과 같은 매출을 기록했습니다.6억 달러의 매출을 기록했으며, 전 세계에 21,000명 이상의 직원을 보유하고 있습니다.식별필요성Enparadigm은 회사 내 최고 리더십을 개발하기 위한 포괄적인 학습 프로그램을 제공했습니다.역할을 위한 포괄적인 학습 프로그램을 제공했습니다. 경영진은 고위 경영진이 여러 부서를 넘나들며 일하고 혁신적이며 큰 틀에서 사고하기를 원했습니다.관리자들은 고객과 경쟁업체를 더 잘 이해하고, 성장을 촉진하기 위해 전략적, 교차 기능적 비즈니스 의사결정을 내려야 했습니다.회사에서 기대하는 고위 경영진의 성과는 다음과 같습니다:기능적 역할에서 벗어나 다음을 수행할 수 있어야 합니다.비즈니스에 대한 전체적인 그림을 볼 수 있음고객과의 전략적 관계 구축일상적인 업무만 관리하는 대신 고객과의 전략적 관계 구축향상된 인재 관리를 통해 미래 리소스 및 솔루션역량 강화시장과 고객 관점에서 솔루션에 접근시장과 고객 관점에서 솔루션에 접근하고경쟁사와 차별화Key역량다음과 같은 역량이 확인되었으며, 이러한 역량에 대한 성장은 다음을 위해 매우 중요할 것입니다.학습 개입이 성공하기 위해서는고객 중심 협업 및 리더십변화 관리 비즈니스에 대한 전체적인 관점- CEO 관점의사 결정프로그램개요CXO와의 기본적인 상호 작용 및인지된 비즈니스에 대한 그들의 의견격차, 2개월에 걸친 개입다음을 포함하여 설계되었습니다.매주 대면 프로그램온라인 리텐션 모듈.학습 여정은 다음과 같이 구성되었습니다.활동 기반 및시뮬레이션 기반 강의실프로그램, 주요 학습 내용다양한 모듈을 통해 관리되었습니다.모듈.6개월 후 참가자들에게 연락하여 비즈니스에 미치는 영향을 분석했습니다.주기적결과도구 및 프레임워크대상CEO의 관점교차 기능의사 결정재무적 영향의사 결정고객 관점에서 사고고객 관점최대 5명으로 구성된 팀팀은 이전 결과를 분석합니다,부서별 갈등을 논의하고비즈니스 의사 결정컨셉세션고객 의사 결정경쟁 팀함께 토론하기진행자참가자는 다음을 가지고 떠납니다.학습 및 인사이트시간 제한 실행 계획프로그램피드백전략적 사고에 대한 이해사고전After역할에 대한 나의 해석과다른 기능의 책임기능나의 영향력 이해회사의 결정에 대한성과에 미치는 영향비즈니스에 대한 이해미래 모델프로젝트에 대한 이해가격 책정 경제학변화에 대한 이해리더십의사 결정의 이해모델 만들기상황적 리더십에 대한 이해리더십전략적협상관리의 이해갈등6.88/108.82/10BeforeAfter6.56/108/10BeforeAfter6.59/109.12/10BeforeAfter6.59/108.88/10BeforeAfter6.82/109/10BeforeAfter6.65/109/10BeforeAfter6.65/108.88/10BeforeAfter6/108.11/10BeforeAfter6.76/10 8.94/10BeforeAfter 7/109/10영향요약참가자가 주도한 성과매출 성장참가자들은 다음과 같은 성과를 달성했습니다.인재 개발참여자가 주도한 성과고객 중심성참여자가 주도한 성과재무 계획 및 예측62%62%69%38%영향요약참여자지정실행 계획서약영향력/사용 사례학습 내용부사장클라우드 컴퓨팅Senior부사장 주요 거래에서 협상 모델 사용 시작주요 거래.협상을 통해 $58,000 절감가치 기반 프레임워크의 중요성가치 기반 프레임워크가격 책정 모델 이해GAP 모델 및 비즈니스전략세계 최고의 소프트웨어 회사 중 하나와 제휴티어 1 CSP 파트너로 선정되었습니다;가격 책정 모델에 대한 이해도 향상 및비즈니스 전략매출 18~19% 증가1.5억 루피 상당의 거래 2건 성사Key테이크아웃재무 담당 부사장 더 나은 협상을 위한 스코워크 모델 적용협상협상을 통한 비용 절감₹40 lakhs모든 협상을 위한모든 협상Key테이크아웃참가자지정실행 계획서약영향력/사용 사례학습 내용BFSI 내 주요 직원을 파악하고그루밍 계획을 수립하여강력한 두 번째 계층을조직인력 이탈률 29%에서22%로 감소 15% 목표 달성스킬-의지 분석, 6가지 사고모자, 확대해야 할 때와축소해야 할 때미래를 위한 비즈니스 모델미래올해의 혁신상 수상영국 GSA에서 올해의 혁신상 수상데이터 입력, 시간 절약40% 절약부사장SEI의 거래 기반 가격 책정 운영 부문 부사장 매출 달성45만 달러의 매출 달성 RPA 기반 전표 데이터 입력 및 피치보험을 사용하여 가입기업예상 총 투자 수익률925%(기준 영향 수치모든 참가자가 공유학습 투자 대비기업에서 수행한 학습 투자 대비)참가자 및 보고관리자 추천사"주요 경쟁사 3곳에 대한 종합적인 경쟁 분석을 실시하여 시장 진출전략