What is it about the mindset of a large organization that prevents it from achieving disproportionate growth desired by its founder?
THE BIG QUESTION
The 'Ban Jao Biyani' Program
THE BIG QUESTION
KEY INSIGHT
BUSINESS IMPACT
What is it about the mindset of a large organization that prevents it from achieving disproportionate growth desired by its founder?
After in-depth interviews with the founder and senior management, studying the organisation design and brand architecture, Idiom suggested cultivating these leaders internally rather than trying to hire them from outside; with a system of experienced mentors and coaches to support them.
Kara, an in-house wet wipes brand, led by a CoE grew from a 80 lakh business unit to a 4 crore business unit within 18 months.
The first step in creating an agile startup culture within a corporate organisation.
Many brands and initiatives under Future Group had immense potential but were not achieving the same due to lack of focus from category/ product managers who were already handling large portfolios. As a conventional organisational step, a large HR firm was asked to hire for these positions.
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IDIOM’S INTERVENTION:
After in-depth interviews with the founder and senior management, and studying the organisation design and brand architecture, Idiom suggested cultivating these leaders internally rather than trying to hire them from outside; with a system of experienced mentors and coaches to support them.
The idea here was not just to solve for a hiring problem or encourage inbound talent, it was to take the first step in creating an agile, startup culture within the corporate organisation. A system that encourages a non-hierarchical workplace with autonomous self-organising teams, and provide disproportional growth by changing the typical manner in which leaders were selected or mentored in a corporate setup.
A distributed leadership system was built with smaller business units that operated with smaller teams with ownership and a support system to speed it up.
A modified form of Holocracy, the system distributed empowerment & accountability through the organization with each independent circle head. The overall circle of mentors, coaches and colleagues, peers and other COEs created the larger support system.
How was it accomplished
Co-believe: The ‘Ban Jao Biyani’ program to identify intrapreneurs, leaders inside their own organisation was created. The program was open to employees across all levels and attracted 740 applications with business plan pitches. 68 applicants were shortlisted to attend the next round – The 'Ban Jao Biyani' Workshop.
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Co-create: A three day CoE Leadership Design Thinking Bootcamp was conducted enabling the applicants and ensuring customer facing orientation. With final pitches presented to the management on the fourth day, 18 CoEs were selected.
Sustain: Every new circle identified for growth products had a new young CoE and a circle of identified mentors.
The Impact
Kara, an in-house wet wipes brand, led by a CoE grew from a 80 lakh business unit to a 4 crore business unit within 18 months.