One of India’s leading EPC organizations was facing a unique challenge within one of its SBUs. This SBU had been the core driver
of the business since inception and had a strong operational team delivering projects. There was however a distinct lack of systematization and strong
emphasis on individuals. Concomitant issues of over-staffing, duplication of activities and low employee morale were also affecting its performance.
In order to build processes and not disturb the legacy, the company started a similar group in parallel with professional staff in order to drive systematization and scalability of operations. This group faced challenges of lack of manpower. The organization faced the challenge of integrating the two groups to drive optimal utilization of resources and enhanced productivity. These groups were culturally and operationally diverse. Inqubex was brought on board to develop an integrated organization.
Inqubex started by meeting the leadership of the groups and understanding their respective concerns and expectations. Key expectations were lack of specialist skills in one group and lack of manpower in another. Key roles and work processes were identified and studied and an integrated organization proposed. In order to make the recommendation feasible, a detailed manpower plan was created to showcase that integration of two groups will bring forth the desired specialization for one group and provide the much needed manpower for the other.
The productivity increase opportunity of this intervention is significant and has been used to generate buy-in from both the group leadership teams. The final question of the leadership of the integrated entity is being discussed. A
phased approach for leadership transition has been suggested by Inqubex, based
on a succession plan linked to core competencies required and existing within the management teams.