EnParadigm Profile

7/17/2019 EnParadigm Profile

http://slidepdf.com/reader/full/enparadigm-profile 1/8

enParadigm Knowledge Solutions, CIIE, IIM Ahmedabad

+91 89 51! !!81 " #onta#t$en%aradigm&#om " www&en%aradigm&#om

Prominent Clients

mailto:[email protected]

http://www.enparadigm.com/







Case Stud' ( Phili%s Ele#troni#s IndiaWhat we did frst

Phili%s a%%roa#hed enParadigm to #ondu#t a leadershi% e)er#ise to e)%ose their mid(

le*el managers to strategi# de#ision maing, and loo at business rom a #ross(un#tional%oint o *iew& -he managers were rom di*erse wor %ro.les in sales, %rodu#t

de*elo%ment, /ualit', .nan#e et#, with an a*erage wor e)%erien#e o 15 'ears

What we did next

enParadigm #reated -alent 0ars, a #ustom simulation, or a 2usiness Strateg' or 34

worsho% or the Phili%s national 34 team& -he worsho% was #o(an#hored b' Pro& 2ibe2aneree rom enParadigm and 6ashwant Mahadi, 3ead 34 o Phili%s& Parti#i%ants role(

%la'ed the 34 team o a ser*i#es #om%an' in a /uest to de*elo% a uni/uel' %ositioned

em%lo'er brand and attra#t the right talent or the #om%an'7s business strateg',

em%lo'ee #ulture and #om%etiti*e %ositioning in ront o #ustomers

What lies ahead

In 6 :1(1;, enParadigm will #ondu#t 8 strateg' worsho%s or mid(le*el business

e)e#uti*es in Phili%s a#ross <urgaon, Mumbai, 2angalore, Chennai and Kolata&









-he Strategi# Simulation 0orsho%Who it is or

-he Strategi# Simulation 0orsho% is one o our =agshi% o>erings or high %otential <M ?

A@P ? @P le*el managers who are being looed u%on as uture business leaders, andmo*ing into roles intera#ing with more than one un#tional area&

What problem we are solving

*er se*eral 'ears, a senior manager starts ha*ing a Bsiloed7 a%%roa#h to de#ision maing,

where s?he a%%roa#hes a business %roblem rom the %oint o *iew o his?her %ast

e)%erien#e in a %arti#ular un#tion, thus losing out on the holisti# %i#ture, or the Bheli#o%ter*iew7, re/uired to ormulate and im%lement the organiation7s business strateg'&

How we solve it

-he worsho% %ro*ides a real lie eel o integrated management b' #ombining the sot

sills o leadershi%, %eo%le management, #ommuni#ation and negotiation, with the hard

sills o %lanning, ore#asting, mareting, .nan#e, /ualit' and o%erations & Parti#i%ants run*irtual #om%anies in #ross(un#tional teams and ormulate and im%lement a business

strateg' in a highl' #om%etiti*e simulated maret%la#e&&









-estimonialsIt is clearly one of the most exciting and dynamic workshops I have attended. Unlike otherstatic lectures, this will keep you super charged and awake. Attend it to experience it

( Ka%il Khattar, 3ead, Mareting, Allen Soll', Madura <arments

Very nice experience. One of the best programs attended so far

( inesh Singh Famwal, A@P, <M4 Air%ort e*elo%ers

he simulation is designed fantastically realistically and not even once feels like a game orrole!play. It actually got us very competitive and be on our toes thinking and challenging

( 4ashmi Shula, 3ead 2u'ing G Mer#handiing, Madura <arments

It is a good simulation workshop where everyone can go through a cross functional thought process to make the business closer to the vision and mission of the business

! Sati Parida, <eneral Manager ( rder es, Highting i*ision, Phili%s

A very hands on strategy workshop that enables learning in a fast track and exciting way. A

must for those aspiring senior management roles( <aura* Chara*art', 3ead, Mareting, Peter England, Madura <arments









-he Strategi# -hining 0orsho%Who it is or

-he Strategi# -hining 0orsho% is a 1 da' o>ering or middle to senior le*el managers le*el

managers, who are the intera#e between the leadershi% and the e)e#uti*es o a #om%an', andre/uire a #lear and sim%le understanding o strateg', to align their de%artmental roles with the

short(term and long(term goals o a #om%an'

What problem we are solving

Middle managers a#e signi.#ant #hallenges in res%onding to organiational goals and targets

de.ned b' to% management, while addressing #hallenges that their e)e#ution team a#es at the

ground le*el& A middle manager who does not ha*e a #lear understanding o strateg', ends u%

dire#ting e>orts based on management buwords without realiing that his?her e>orts are sub(

o%timal due to a la# o alignment with the needs o the organiation&

How we solve it

-he worsho% %ro*ides a #on#e%tual de.nition o strateg' in a *er' sim%le and eas' to relate

manner, and ollows it u% with a ramewor or #reating a strateg'& Parti#i%ants wor on anintegrated business #ase stud' and tr' to a%%l' the #on#e%ts learnt and #reate a strateg' o their

own& inall', %arti#i%ants are gi*en tools whi#h #an be used to drill down the organiation7s

strateg' down to the lowest le*el o e)e#ution&









-estimonialshe strategy concept sessions were simple and taken in a layman language.

( Hal Sudhaaran, 3ead, Madura Clothing

he workshop provided clarity about the factors to be considered in developing strategies.

he case study workout has provided a hands on experience on strategic planning

( Fa'araan K 4, <M, Madura Clothing

I can use the learning from the workshop in strategic planning for my department

(e*adas P M, <M, Madura Clothing

It was a good learning experience. I learnt about a systematic method of implementingstrategy.

he case study workout on arriving at a strategy was a good experience

( K C Srinath, <rou% Manager, Madura Clothing

he workshop gave me a very clear understanding of strategy and also di"erent factorswhich help de#ning strategy. he case study exercise improve my learning of di"erenta

spects of strategic planning by a long way

( Sunil Kumar C2, Assistant Manager, Madura Clothing









ther >eringsTalent Wars

-alent 0ars is our 1 a' 2usiness Strateg' or 34 worsho%& 0hile there is a lot o tal

about 34 being strategi# business %artners, and 34 being #ustomer oriented, there are*er' ew a*enues or 34 %roessionals to understand how their wor dire#tl' #ontributes to

their #om%an's bottom(line& -alent 0ars enables 34 to understand this #ause(e>e#t

relationshi% through simulation %edagog'& tr' to de*elo% an em%lo'er brand that is

uni/uel' %ositioned in the talent maret, so as to get the talent with the right .t or the

#om%an'7s #ulture, business strateg', and #om%etiti*e %ositioning in ront o #ustomers&

Parti#i%ants mae de#isions o*er se*eral e#onomi# #'#les, #hanging #ustomer needs and

talent %ool ambitions, and understand the #on#e%t o strategi# thining within the d'nami##onte)t o the business en*ironment&

Brand Quest

2rand uest is a ; hour simulation e)er#ise designed to bring out the im%ortan#e o

%ri#ing and %ositioning a %rodu#t right or sustainable %ro.tabilit'& Parti#i%ants handle the

new %rodu#t laun#h o an international ood and nutrition #om%an' in the breaast #erealsmaret& Parti#i%ants #an #hoose to #om%ete with established %la'ers or de*elo% their own

maret, and dis#o*er i %ri#ing is the e' to maret share and %ro.ts&









-estimonialsVery thought provoking and great learning experience

( Aa' Singhroha, <eneral Manager 34, Highting, Phili%s

he workshop was interesting and a lot of fun, with great deal of learning

J Muta Parasuraman, Assistant Manager( 34, Phili%s Inno*ation Cam%us

It was extremely good. I would recommend the same for budding sales managers withsomething similar to their functions

( Asho P, Manager, Cor%orate 34, Phili%s

$reat day for each professional to go through, especially to appreciate the complexity ofstrategic thinking

(Armaan Seth, 34, 4e#ruitment, Phili%s

$reat for functional people. A must for managers

( Sonali 4amaiah, Manager, 34, Phili%s





EnParadigm Profile

Documents