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Managing for High Performance – Hands-on training!

Nimble recently conducted a 2-day workshop in Pune for senior employees of one of our esteemed client – New Western Carrier (NWC). The objective of the workshop was to make participants aware about what makes an organization high performing and what are KEY SUCCESS FACTORS for the organization as a whole. Appreciation of KSF’s helps leaders analyze and focus on organization’s performance in an objective manner.

Main topics covered in the workshop were:
1. Business Organization and Performance Fundamentals
2. Managing Your Work
3. Effective Teams
4. Importance of Attitude
5. Managing Individuals

Feedback from participants was very encouraging. Balance between fundamentals, practice through team exercises and participants involvement throughout was well appreciated. Use of Hindi as well as English helped participants understand the key concepts in a thorough manner. Nimble is proud to have added value to leadership team of NWC.

Should you want Nimble to facilitate a similar workshop for your organization, please get in touch:
Delhi –
Mumbai –
Pune –
Nairobi (Kenya) –


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Absolute Revenue Management

Star sales personnel does not guarantee maximum sales. Instead, the organisation becomes highly dependent on him to get the desired revenues.  High sales should not be a flash in the pan but needs to be regular and sustainable. Achieve this through Absolute Revenue Management.


Sales Strategy & Channel Management

The driving motive of doing this would be to create sustainable competitive advantages, maximize revenue and enhance profitability. Nimble would leverage quantitative and qualitative tools  to create / audit the strategy .  This would include collecting and analyzing  the internal performance data, looking at business models, environment study. This would be based on data, interviews and research. Depending on the focus of the company i.e. B2C, B2B, B2G or B2I one would decide the channels. Each channels needs to be optimized for the product revenue mix.

Brand & Communication Management

Branding strategy has an impact on the over all functioning of the organization. This defines the value proposition and the communication with the decision makers and decision influencers. Influence and effectiveness of Brand needs to be continuously evaluated. Nimble would study the brand and communication against their consistency, usefulness, accuracy and impact on sales.

Process Design & Implementation

Overall sales objectives including the channel sales expectations can be achieved only through efficient sales processes.

Nimble also supports organization in training, implementation and monitoring of the processes.  Nimble looks at processes to ensure that they are not merely operational but also support continuous improvement.

Skills, Targets & Compensation Management 

Any strategy or process  can not be executed without the availability of right skills. Measurability of the sales team and individual performance of the team members can ensure fare rewards and compensation. Skilled and performing employees can only be retained if they are  adequately and fairly compensated—in line with the industry norms. Nimble, assists organization to define the targets which are in line with the strategy of the organization, create a compensation strategy which includes the combination of salary, commissions / incentives and bonus. In addition Nimble also creates appraisal system which would cater to the succession planning and skills enhancement of the sales team.ARM





In the life of any organization, there are many milestones which have historic value in the growth of the organization. One such milestone is the commencement of Process Mapping and it’s documentation. CEO’s take this decision for various reasons. Some amongst them are – it is fashionable, it is a prerequisite to getting ISO certification, competitors have done it, mistakes and errors are

Figure 1 - Picture from See the attention being paid to the Top by the boy!

Figure 1 – Picture from
See the attention being paid to the Top by the boy!

happening all over the place, key employees have left and people have no body to guide them and so on. Whatever be the reason, it sure is a celebration mile-stone, equivalent to individual’s birthday – to be celebrated each year – but with added responsibility for status review each quarter!

When a CEO triggers the Process Journey – he is expected to make two promises:

  1. To personally support the efforts till the documentation and initial implementation is completed.
  2. To personally review the progress of continued usage and improvement at least every quarter.

The first promise is obvious. The importance of the second promise is better understood if we imagine that initiating this project is like keeping a top (Indian Lattu Wooden Toy) spinning all the time. By nature, the Top continues to spin and remain vertical due to rotational momentum / gyroscopic effect. As soon as it stops, someone has to again provide the requisite energy. All processes are like spinning the top – they require a constant watch and external support (motivation?) to keep them going.

Top is a physical entity and it is easy to know when it needs support. How does one know when the Process Journey needs external support? Like a human system, when one is unhealthy, some uncomfortable symptoms develop. We have a choice to ignore them. But being responsible for our own bodies, we normally don’t ignore them. However, similar symptoms pertaining to process failure are likely to be ignored – by participants, process owners as well as other stake holders, unless management is vigilant. What are these symptoms? Some of these can be:

  1. Some employees stop measuring or recording the process outcomes. These are generally those disgruntled employees who feel that sharing data would make them less important. They have been approached almost by everyone in the past for each and every thing. They have been useful and had long innings with the company and follow orders only of very senior management only.
  2. Many fields in the data formats / forms remain unfilled or left blank with no-one asking “Why?” or even revising the format. I have seen it happening in many organizations. When asked about the reason, I was told that this data is very difficult to get. When I countered that why has the form not been revised, everyone was surprised. It never occurred to them that this was their own form and that process owner has the liberty to make changes in the form.
  3. Formats are filled and submitted. However, no one analyses the data or checks the satisfaction of the operations. Since analysis is not done, no feedback is given. Once this is observed by the employees, they get demotivated and slowly start taking casual approach to following the processes.
  4. Check lists are not taken seriously and are just signed for having been complied. As an example, a check list in an EPC company required that before a drawing is approved for construction, all points on a check list be confirmed. One check list point required that it has been assured that the outer end of the foundation is at least “x” distance away from the nearest foundation. Even though it was confirmed, frequent foundation interference was reported from site. In spite of frequent training and follow-ups, this error continued. Management then changed the process and now enforced that for each foundation drawing, the distance to the nearest foundation shall be written. This way, the designers were forced to look seriously and dig that data. This succeeded and the number of site issues reduced.
  5. Formats are filled with cooked data. Supervisor himself is not convinced of the utility of the form and therefore fill the formats based on their gut feeling rather than ground reality. This shows a behavior called “Compliant” rather than “Contributory”.

“Unused data is as good as “DEAD” – occupying costly space in files or data storage system.”

There are many more types of symptoms, but as we can see they are mostly linked to human behavior and motivation. No amount of coxing or requests or reprimands or consequences would work, if the culture has been allowed to deteriorate systematically by not keeping the second promise of the CEO i.e. “To personally review the progress of continued usage and improvement every quarter.” The top has stopped turning without the external stimulus – the never ending journey has ended! Watch out for symptoms and take timely actions. CEOs just can’t delegate every thing – some promises must be kept at all costs.

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V K Mehandru