Unleashing Potential: A Leadership Transformation Journey

About the Company

The company is a 9,323.46 Cr. company headquartered in Pune, India. It's business portfolio includes products for heating, cooling, water and waste
management, and specialty chemicals. The systems, products and services developed help industries achieve better resource productivity and improve bottom lines,
while maintaining a cleaner environment. They operate globally through 29 international offices and 14 manufacturing facilities,10 of which are in India and 4 overseas.
Their presence spans 88countries and supports customers through an extensive sales & service network spread over Asia, Southeast Asia, Middle East, Africa, Europe
and America.

Challenge

The company sought a development intervention for its high-potential middle management employees, approximately 100–120 individuals
with 7 to 12 years of experience. The objective was to assess these managers’ potential, identify their training needs, and provide sustained development
to help them drive business impact and enhance their leadership skills.

What Acumen Did

This was one of Acumen’s largest engagements with the company. In the first year, we guided approximately 150 participants through an elaborate
leadership journey that combined training sessions with project implementation. In the second year, having already trained the participants, the focus
shifted to ensuring they executed business-impact projects. The entire process was driven on the online learning portal created by Acumen. The details
of which are provided below.

Year 1

In the first year, the program included an assessment followed by an Individual Development Plan (IDP) report which was generated for the participants.
For the purpose of developing them, a CBLD initiative was designed for these mid-managers by leveraging the company’s existing competency framework.
This framework encompassed a total of 14 behavioural competencies. The given below four key competencies were prioritized for assessment and development.

Integrative Planning | Customer Centricity |  Problem Solving and Decision Making |  Presenting and Influencing

This program included four key modules which reflected the competencies mentioned above. Each module was delivered through two-day
training sessions, followed by a four-week implementation phase.
 
Module1: Manage Self

Module2: Sharpen the Saw

Module3: Getting Things Done

Module4: Thought Leadership

Participants were paired with a buddy for upward pull and support. Those participants that completed the modules were moved onto the next phase.
Supervisors who were also mentors provided guidance throughout the process. Midway through the four-week period, participants updated their progress and
milestones online, which were then vetted by their supervisors. Mentors underwent workshops to effectively guide participants and navigate the leadership portal.

Year 2

In the second year, there was no classroom training; instead, the focus was solely on project implementation through the portal. Each participant was assigned
a project aimed at creating significant business impact. They started by defining their project goals and milestones on the leadership portal. Monthly and mid-term
reviews of participants were conducted, along with coaching calls facilitated by Acumen coaches to resolve challenges. "Pit stops" for course correction, ensured
steady progress. High-performing projects were presented to the managing committee for further recognition.

The program concluded with participants submitting project reports summarizing their key actions, learnings, and business impact. The evaluation process
weighted project impact scores by BU and SBU heads at 75%,while participant’s engagement on the leadership portal accounted for 25%. For the second year,
Acumen’s role involved handing over and monitoring the leadership portal and facilitating project reviews.

The Impact and Value Added

This program focused on developing critical skills through structured assessments, training, and practical project implementation. By integrating mentorship,
peer support, and an advanced learning portal, the program ensured accountability and measurable business outcomes. Unlike conventional training programs
that may lose their impact over time, this initiative provided a structured ecosystem to ensure the sustenance of learning. Participants had opportunities to
implement their newly acquired skills and continuously improve through guided support. The program was built on the 70-20-10 learning framework.

70% - Experiential   learning through project implementation

20% - Social  learning via mentorship and peer collaboration

10% - Formal  training through structured modules

This large-scale intervention supported participants in monitoring their projects, receiving feedback, and gaining certifications, ensuring
that the program's outcomes were both impactful and long-lasting.

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