Riding The Tiger

Joshua Craver’s Real-Time Learning Experience

As a designer of the real-time learning process and a performance consultant based at Satyam, I participated in one engagement that epitomized this type of learning. The members of an onsite account team from Satyam were working with a large customer—a Fortune 100 company—with which they wanted to improve their relationship. Satyam’s account leaders wanted our help as performance consultants in meeting two goals: first, to enable Satyam to grow from being the customer’s core partner to being its strategic partner— meaning more opportunities for project wins; and second, to improve Satyam’s score on the customer’s satisfaction survey from 3.67 to more than 4.0 on a 5.0-point scale.

While collecting data during stage 1 of this real-time learning process, we learned that for the past two quarters, this account team had seen increasing revenue but not won any new projects and that the annual attrition rate for Satyam’s onsite team was nearing 20 percent. The team identified an increasing threat from other service providers and informed us that there would be projects worth millions up for bid in the next six months. Though the customer was continuing its healthy growth and dominance of its industry, its external perception in the marketplace was not stable. For instance, during one visit we had to make our way through a crowd of protesters upset about its perceived lack of eco-friendly practices.

Armed with extensive data from stage 1, we began to ignite change onsite, stage 2 of the real-time learning process. We started the week with a dinner for Satyam’s employees and their families. This helped us get to know the team on a personal level and build trust which would be necessary for our work together. During this week-long stage, we spoke with 18 of the customer’s managers, had development conversations with 26 of our onsite employees, and observed 16 meetings. We found that Satyam’s employee turnover was essentially due to a lack of cultural integration with the new country where they had been asked to move (mostly from India) and a lack of customer integration. We provided 12 learning and development sessions, all outside billable hours. Throughout the week, observed the Satyam team and customer interactions to ensure that behavioral change was happening, and we ended the week with an action planning session for all stakeholders. This customer employed four vendors with similar capabilities and remarked that our learning and development services differentiated us from our competition. The customer saw this engagement as enhancing its communication and working relationship with the Satyam team, which was previously as roadblock to a true partnership.

During stage 3 of the real-time learning process, sustaining change, we began with writing and socializing the final report. This final report documented all aspects of the engagement. We documented all stakeholders’ initial goals, feedback, and thoughts. In addition, we prepared our analysis of the account’s current state and opportunities for team development, which included an action plan to strengthen the relationship and business development.

From this point we had weekly coaching sessions with Satyam’s onsite team leaders, monthly follow-up meetings with the onsite task force, and conversations with key customers to monitor the team’s progress. As a result of this engagement, Satyam’s team reached its goals outlined from the start. It achieved strategic partner status and a satisfaction rating well above 4.0 during the next customer satisfaction survey, thus well positioning the team for business development.

When the Satyam debacle occurred, we coached Satyam’s key team leaders for this customer’s account on how to manage the customer relationship and their teams during the crisis. We, as performance consultants, became trusted advisors to the Satyam team–and the team achieved the same status with the customer. Today, this customer is still using Satyam’s services.

By Tim Sosbe on 09/17/2010
No matter the topic, no matter the individual drivers, it’s always energizing to sit in a room of like-minded individuals and talk about things in common. Even with desert temperatures of 106 outside, there’s a certain magic in the air when thought leaders, experts and practitioners come together to share, to learn, to advance the industry that embraces us all.
That sense of collaboration and purpose was certainly evident recently at the Four Seasons in Scottsdale, AZ, when the annual CLO & Talent Management Forum was in session. Produced annually here in the United States by Richmond Events, the CLO & Talent Management Forum brought together about 150 senior learning leaders from organizations including Apple, ADP, Dow Jones, Bank of America, AARP, Hertz, Raytheon, Bed, Bath & Beyond, Coldwell Banker, Nationwide Insurance, Iron Mountain, Bristol-Myers Squibb, ManTech International and ESPN.
With topics as broad as workforce development and talent management on the table, the conference conversations were equally as diverse. In keynote presentations, breakout sessions, individual meetings and networking discussions, the attendees, speakers and suppliers share resources, suggestions and support for the full event.
Rest of article is available at:
 
http://www.trainingindustry.com/blog/authors/tim-sosbe/strategy-alignment-leadership-discussing-learnings-impact.aspx

A successful employee relationship — which converts to strong retention — can be broken into three stages. The relationship begins with onboarding and evolves into alignment with the organization and recognition for his or her contributions. The final stage, which often is not achieved, is when the employee views the organization and its leaders as trusted advisers.

By Ed Cohen and Priscilla Nelson

Addressing turnover is critical. Many organizations cost-optimized without taking retention into account and they will now have to deal with the consequences of that. But it’s not too late for organizations to immediately begin taking advantage of this awareness by moving their employees up the value chain. Today’s economic marketplace has created the need to re-evaluate our past, current and future talent needs. While millions of qualified applicants are available, it goes without saying that many of them will not meet the criteria for each and every business requirement.
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Talent management expert and former Satyam Computer Services executive, Priscilla Nelson and co-author with Ed Cohen, of the leadership lesson filled book Riding the Tiger: Leading Through Learning in Turbulent Times, was kind enough to take the time to answer a few questions about the book.

Priscilla Nelson describes the crisis that almost destroyed Satyam Computer Services, and the initiatives that not only saved the company from bankruptcy, but transformed the entire organization into a more effective and growing business. She shares the strategies and techniques that turned the company around and began its path to renewal and profitability.

Thanks to Priscilla Nelson for her time, and for her comprehensive and informative responses. They are greatly appreciated.

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Congratulations to Mahindra Satyam for being able to wade through the mess and get the numbers for 2009 and 2010 released.  This is a great step forward for a wounded company that has worked hard to rebuild itself.  We feature many of the leadership practices implemented to get Satyam through the turbulent times in Riding the Tiger: Leading Through Learning in Turbulent Times.

See Economic Times New video:
http://economictimes.indiatimes.com/videoshow/6652902.cms

We are happy for their ability to pull through, and especially believe the way the people reacted, responded and courageously led through those darkest of times was inspriring.  However, we are concerned about the message delisting from the NYSE sends to investors and customers in the US in particular because such a large amount of their revenue comes from there.  What is Mahindra Satyam’s plan for the U.S. investors who are now let in limbo?

Read more at:

Wall Street Journal – FY 10 Satyam Not out of the Woods Yet
http://online.wsj.com/article/BT-CO-20100929-710574.html

Economic Times –Mahindra Satyam Should be Higher in next 12-18 months
http://economictimes.indiatimes.com/markets/stocks/views/recommendations/Mahindra-Satyam-should-be-higher-in-12-18-months-Satish-Betadpur-Independent-International-Investment-Research-PLC/articleshow/6651290.cms

India’s fraud-hit Satyam posts loss but is on the mend
http://www.physorg.com/news204955945.html

Business Week — Fraud-Hit Satyam Narrows Loss After Mahindra Purchase 
http://www.businessweek.com/news/2010-09-29/fraud-hit-satyam-narrows-loss-after-mahindra-purchase.html

Economic Times — Mahindra Satyam Board approves delisting from NYSE
http://economictimes.indiatimes.com/infotech/software/Mahindra-Satyam-board-approves-delisting-from-NYSE/articleshow/6653226.cms

Encinitas, Ca, August 30, 2010 / IndiaPRLine / — When leadership matters most, how prepared are you to influence change and guide your organization in today’s ever-changing business environment? Riding the Tiger: Leading Through Learning in Turbulent Times published by Cengage Learning, provides a rare opportunity to learn innovative leadership techniques and ideas for fostering change that are essential for everyone in these challenging times.

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While working as senior talent leaders for a global organization that went through a 2.5 billion dollar scandal (not counting peripheral damages) when the Chairman confessed to “cooking the books” causing the near bankruptcy and closure of the company, we had the opportunity to observe and be a part of culture’s true influence. During turbulent times, like those we have been going through, leadership is not determined by rank but by the strength of the talent and conviction to build the relationships necessary to bring about collaboration and seek solutions. In our situation, leaders came from all areas and from all levels.

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I received your book on Friday and have read it twice!  I will be reading it many times more, it’s like a new bible of usefulness in the work that I do.

As to page six, paragraph two “Somehow, something good must come from this catastrophe.” – Something phenomenally important and inspiring has indeed come from an event that I almost wish to have been part of.  Many congratulations to you both, I know too many people who very quickly wish to distance themselves from disaster, however, you have courageously ensured that all the good lessons and experiences are captured here for all time and in a most constructive and humanistic fashion. Genius!

I could almost write a whole book of praise after two reads!

I do hope that the “leaders” of the financial crises buy your book and learn from it.  Some day, when I put together my own book of life experiences in helping people to deliver sustainable change, I’d be grateful for your counsel. Many things in your book clearly articulated thing that I already knew but did not consider so deeply until now.

My very best wishes and look forward to reading of your next adventures.

Regards

Diane McWade
CEO
Evolution Network Limited
http://www.linkedin.com/profile?viewProfile=&key=7256585&trk=tab_pro

I had been providing leadership development and executive coaching for leaders from Fortune 500 companies for many years before moving to Hyderabad to work for Satyam. There, my responsibilities included building a global executive coaching program for the company. We began with the most senior leaders and then cascaded coaching throughout the entire organization. From the beginning, it was a formidable venture. The cost of doing business in India was significantly lower than in most countries where Satyam had offices. This factor, and the added factor of the culture’s reticence to use external coaches, resulted in our decision to build an internal coaching capability. Building a strong, professionally trained, and competent resource pool of coaches was paramount for our strategy. Further, it was imperative that we meet the needs of our diverse culture. Though mostly of East Indian origin, our customers and onsite employees represented differing national origins, and therefore our coaches needed extensive training in cultural awareness.

When I arrived in India in 2005, I discovered that coaching was not well known there. Most saw coaching as a “remedial” approach for those who were struggling—all but a “last ditch effort,” before they were asked to leave the organization, or school, where their success or failure might well determine their destiny. With this kind of a perception, and in the predominantly Indian-centered corporate headquarters, coaching would have a long, uphill battle to be seen as a strong resource for leaders. In one conversation with one of our most senior leaders, we were told, “Yes, I can see this as a tremendous asset; I have some leaders I want to refer to you.” Our response was, “That’s wonderful, and how could coaching affect your own growth?” By allowing this leader to realize that he could reap value, he was also willing to present himself as a role model and catalyst for others. Taking all this into account, it was apparent that a massive shift in the perception of coaching was required before executive coaching services could be successfully launched.

We developed a two-pronged approach. The first prong involved one-to-one engagements with senior leaders, getting them acquainted with the infinite possibilities for building on the success of a solid career. We began by telling everyone that coaching was for successful leaders; we were not there to “fix” anyone. It started slowly, and over time it began to gather a following. The second prong entailed more comprehensive programs, including “group coaching” programs for new and emerging leaders, and coaching support for those pursuing new leader certificates and global business leadership opportunities. This further embodied the core messages of our coaching relationship: trust, partnership, and accountability. The pipeline for coaching included individual senior leaders; leaders in transition; new leaders, both promoted and hired from outside the organization; and emerging leaders.

To prepare professionals as coaches, we sought the right training. We worked with several external providers and also developed our own internal certification program aligned with the organization’s core competencies, as well as the core values and code of ethics of the International Coach Federation. Armed with our new internal program, we groomed a strong contingent of 45 professionally trained coaches who stood ready to match their skills with the needs of our leaders. By 2009, we had the largest internal professional coach program in Asia and quite possibly, the largest in the world. Coaching was the cornerstone of all our professional service offerings. Executive coaching became a critical service, noted in each and every award the organization received between 2006 and 2009. Our coaching model has been used as a baseline by other organizations throughout India as they have created their own coaching programs.

Rebuilding a reputation is a challenging task. If a company has had a good reputation going into a crisis then consumers are more willing to forgive, if not, the payment is dear. Building a conscious culture has been cited as an excellent example of how organizations thrive in good times and survive in bad times.

Looking at BP’s culture, how will they overcome the shame that their employees are now carrying with them? Taking measured steps to communicate with employees, to let them know everything about what is known and unknown is the first step. Beyond that, BP needs to invite their people to be a part of the solution (which is much more than capping the well in the gulf). BP could reap the benefits of maximizing the contributions of their dedicated workforce. If BP takes the right steps to reduce the fears of their people and to engage them in the process of revisiting their culture from the inside-out, then they will reap the benefits of having more than 100,000 brand ambassadors. Their employees and their culture could actually grow stronger as a result of this catastrophe. From their conscious culture, an aware, mobilized workforce could become a part of the story of BP’s turnaround. BP leaders need to “care for the wounded” and that includes their employees. Remember healing always starts from within. These lessons don’t have to be learned in crisis. Organizations can create and sustain a conscious culture that welcomes the positive accidental influences and eliminates the negative.

In contrast, Toyota, in its Lexus model, had to issue a major recall when it introduced the Lexus saloon in the US market. It was expected that their brand would take an enormous hit, yet the efficient manner to recall actually reassured customers, built confidence, and bolstered brand loyalty. Transparency is key here. Organizations that take responsibility and act swiftly and decisively are able to rebuild their reputations faster. While Toyota’s stock plunged, it is again on the rise.