For organisations
Not a workshop vendor.A diagnosis partner.
For HR directors, L&D heads and business leaders who have a specific capability problem and do not want a generic training day. The work starts with what is actually happening, not with a catalogue.
How it works
- What you bring
- The pattern you keep seeing — the meeting that goes badly, the attrition in one function, the managers who were promoted and left to work it out.
- What happens first
- A diagnosis conversation, and where useful a short pre-session survey or interviews with participants. The stated problem and the real one are frequently different.
- What you receive
- A designed programme with a clear behavioural objective, run for your cohort, in your context, with your language and examples in the room.
- What it is not
- A stock deck with your logo on the cover.
Shapes of engagement
Four ways this typically lands in an organisation.
- 01
A single intervention
One cohort, one clear behaviour. A half or full day where a specific group practises a specific thing — the new managers who need to delegate, the client-facing team who need to hold a difficult call.
- 02
A phased programme
The same cohort across several sessions over a quarter, with application between them. Better for behaviour that needs repetition — feedback, delegation, presence — where a single day will not hold.
- 03
An organisation-wide standard
Awareness and conduct work that has to reach everyone, delivered consistently across levels and locations. POSH and respectful workplace programmes usually run this way.
- 04
Graduate and induction intakes
Campus-to-corporate bootcamps for new joiners — closing the gap between what they were taught and what the floor expects, before it becomes a manager’s problem.
Capability areas
- Leadership & Managerial EffectivenessFirst-time managers, senior managers, business unit heads
- Business Communication & InfluenceIndividual contributors through to senior management
- Executive Presence & Personal ImpactClient-facing teams, emerging leaders, leadership pipelines
- Emotional Intelligence & ResilienceAll levels; particularly high-pressure and high-attrition functions
- Team Effectiveness & CollaborationIntact teams, cross-functional groups, newly merged functions
- POSH & Respectful WorkplaceWhole organisation, IC members, people managers
- Campus to CorporateUniversities, colleges, graduate and trainee cohorts
Corporate collaborations
- JCB India
- Havells India
- Elgi Equipments
- Nippon India Mutual Fund
- Transformers & Rectifiers (India)
- Azista Industries
- IPCA Healthcare
- Tatvic Analytics
- TrooTech Business Solutions
- Citizen Industries
- Arron Insurance Brokers
- Inferenz Solutions
- Elegant Microweb
- AgroPac
- Canny Brains
- Vaani Studio
- NIVAARAN
- A Big Four consultancy
Academic collaborations
- NIRMA University
- Chitkara University, Chandigarh
- ICFAI Business School, Ahmedabad
- DY Patil Global University, Pune
- Teerthanker Mahaveer University
- International Automobile Centre of Excellence
- Techno India College of Technology, Kolkata
- KJ Institute of Engineering & Technology, Vadodara
- Gujarat Polytechnic College for Girls
- GRD Institute of Management and Technologies
- Arya College, Ludhiana
- DY Patil, Kolhapur
- EduBridge Learning
- Global Talent Track
- Tops Technologies
For organisations
Describe the pattern.The design follows.
Tell me what keeps happening — the function with the attrition, the managers who were promoted without support, the cohort that has to be ready by March. A short call is usually enough to scope it.