Category: Integrated Programs
Client: Consumer Foods Manufacturer
A global leader in edible oils was undergoing a strategic pivot in India—from a commodity-focused supply business to a full-fledged consumer-facing brand. The transformation wasn’t just commercial; it required a fundamental shift in how the organization thought about talent, structure, and leadership behavior.
Sharper workforce
planningto align talent
with future roles
A deeper culture of ownership and accountability to power execution at scale.
Identify future-critical roles and define how they must evolve in the new FMCG context
Sharpen people planning processes using organizational and peer benchmarks
Embed a culture of ownership and proactive leadership across levels
Enable meaningful development conversations through individual assessments and team-level diagnostics
Ensure that the approach remains scalable, contextual, and non-disruptive to business rhythm
To meet the client’s need for speed, scale, and depth, we co-designed a development journey that could balance robust individual assessment with meaningful developmental nudges—without disrupting business operations.
Engaged business leaders to define future-ready roles and success profiles
Mapped internal data and behavioral patterns to identify gaps in ownership and strategic execution
Benchmarked structures and talent practices against peer organizations
Conducted manager interviews and diagnostic simulations to assess current capabilities
Created a refreshed organization structure and detailed JDs for identified critical roles
Rolled out a fully virtual assessment center for 50+ managers across 20+ locations
Designed a business-contextualized experience using simulated scenarios, analytics exercises, and behavioral assessments
Delivered a blended development journey—offering reflection tools, feedback-rich sessions, and self-paced participation windows
Conducted a focused action planning workshop with senior leaders to align on workforce strategy and development priorities
Generated individual development reports to support growth conversations
Shared synthesized talent insights and role-readiness heatmaps with the MD and HR leadership
Equipped leaders with a Talent Analytics dashboard to drive informed people decisions
The intervention emphasized three integrated capability themes critical to the business transformation:
Personal Ownership –
Taking initiative and being accountable for outcomes
People Accountability –
Driving performance through influence, feedback, and peer collaboration
Strategic Execution – Balancing planning discipline with agile, on-ground responsiveness
Strategic Clarity:
The leadership team gained a clearer view of which roles and capabilities would anchor future growth
Mindset Shift:
Participants showed enhanced self-awareness and deeper commitment to team outcomes
Stronger Decisions:
Talent diagnostics enabled sharper, data-backed promotion and development calls
Organizational Alignment:
Cross-level workshops and leadership dialogues helped embed shared ownership of the talent agenda
Culture Movement:
A visible uptick in proactive behavior, feedback-led conversations, and problem-solving ownership
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