This document explores results reported by over 601 participants of enParadigm’s Leadership Simulation Workshop(TM) – at AVP, VP and GM level – from over 300 of our client companies across the country.
It introduces the participant profile, lists the key takeaway and proceeds to make relative and comparative analyses.
Measure, report and increase training impact & ROI. Credible, data-driven and actionable reporting of your training impact is critical for making right investment decisions.
Develop a training evaluation plan.
Evaluate your training programs.
Identify gaps.
Increase training ROI
Report training impact & ROI to your stakeholders
Greenbooks has trained 300+ learning professionals in training evaluation, many from the fortune 500 companies.
Check the training evaluation workshop closest to you in our event calendar:
http://greenbookslearning.com/events/all
The Guide addresses core improvement by teaching how to develop content for training. The Training Material Development Guide outlines clear expectations in the sequence of building content. The format engages improvement from what is assessed in engaging employees using a Communication and Measuring Learning technology.
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
According the ATD State of the Industry, overall spending on employee training in U.S. organizations is $164 billion, the average cost per learning hour used is $89 and the cost per learning hour available is $1,772.
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
www.bizlibrary.com
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Measure, report and increase training impact & ROI. Credible, data-driven and actionable reporting of your training impact is critical for making right investment decisions.
Develop a training evaluation plan.
Evaluate your training programs.
Identify gaps.
Increase training ROI
Report training impact & ROI to your stakeholders
Greenbooks has trained 300+ learning professionals in training evaluation, many from the fortune 500 companies.
Check the training evaluation workshop closest to you in our event calendar:
http://greenbookslearning.com/events/all
The Guide addresses core improvement by teaching how to develop content for training. The Training Material Development Guide outlines clear expectations in the sequence of building content. The format engages improvement from what is assessed in engaging employees using a Communication and Measuring Learning technology.
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
According the ATD State of the Industry, overall spending on employee training in U.S. organizations is $164 billion, the average cost per learning hour used is $89 and the cost per learning hour available is $1,772.
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
www.bizlibrary.com
This is one approach in calculating the return of investment in training activities.
The nets benefits are calculated based on before and after training performance.
Calculating the costs of training is a matter of accumulating costs incurred on the relevant training activities.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
To create and follow quality policies and procedure to ensure that a project meets the defined needs it was intended to meet from the customers perspective.
AIS Code: 6N3325 Training Needs Identification and Design Training Needs A...Yasmina Rayeh
AIS Code: 6N3325,
Training Needs,
Identification and Design,
Training Needs Analysis (TNA) and Instructional
System Design (ISD)
Yasmina Rayeh
Fetac - train the trainer
AIS Code: 6N3325,
Training Needs,
Identification and Design
How to Measure the Impact of Employee Soft Skills Training | Webinar 02.17.15BizLibrary
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.
This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
In this webinar we'll review:
• Training metrics - where we've been and where we're going
• How to determine goals and key indicators
• How to create a measurement plan for your program
www.bizlibrary.com
enParadigm Client Story - The Muthoot Pappachan Group - this caselet places enParadigm's intervention in context, traces its implementation and lays out results.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
To create and follow quality policies and procedure to ensure that a project meets the defined needs it was intended to meet from the customers perspective.
AIS Code: 6N3325 Training Needs Identification and Design Training Needs A...Yasmina Rayeh
AIS Code: 6N3325,
Training Needs,
Identification and Design,
Training Needs Analysis (TNA) and Instructional
System Design (ISD)
Yasmina Rayeh
Fetac - train the trainer
AIS Code: 6N3325,
Training Needs,
Identification and Design
How to Measure the Impact of Employee Soft Skills Training | Webinar 02.17.15BizLibrary
Why do organizations struggle with measuring the impact of their soft skills training? We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills.
www.bizlibrary.com
There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.
This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.
This guide describes four steps any company can take to get the most from an elearning investment.
Business leaders increasingly recognize that providing employee training is critical to success. Companies worldwide use instructional content available on demand to build elearning programs that drive positive outcomes.
More than 40 percent of global Fortune 500 companies had embraced elearning strategies in 2013 (Ibis Capital). That same year, elearning was a $56.2 billion industry. This was expected to more than double by the end of 2015 (Global Industry Analysts).
Tremendous benefits result from elearning—chief among them improving employee performance and productivity, aligning expertise with business objectives, and providing consistent and scalable training to a dispersed workforce.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Employee Training and Development: How to Measure Effectiveness and Impact | ...BizLibrary
How can we make sure the investment of time and resources is making a positive business impact? How can we measure the effectiveness of our training initiatives?
In this webinar we'll review:
• Training metrics - where we've been and where we're going
• How to determine goals and key indicators
• How to create a measurement plan for your program
www.bizlibrary.com
enParadigm Client Story - The Muthoot Pappachan Group - this caselet places enParadigm's intervention in context, traces its implementation and lays out results.
La clientela dei parrucchieri 2013 - Fonte GFK EuriskoAlfonso Avitabile
Pubblico l'ultima ricerca realizzata da GFK Eurisko e presentata durante l'ultimo evento del Cosmoprof.
Sono valori "medi" che servono soprattutto per conoscere il trend del settore, non certo come base per servizi consulenziali.
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Organizations are facing an environment of rapid change and dramatically increasing customer expectations. At the same time dynamics is changing with growing demand to achieve excellence, reduce waste, decrease defects and enhance productivity. organizations are looking for professionals who understand the strategic objectives of businesses, daily business requirement and operational goals. In order to better meet these challenges and remain competitive in the marketplace, a more sophisticated approach to performance improvement is often needed.
Six Sigma is a management methodology that uses a structured approach which has helped organizations world over to reduce cycle times, increase productivity and improve quality and delivery of processes.. Six Sigma helps a professional approach a problem (or “defect”) in a data driven, structured & systematic manner that ensures success .
For more information (fees, registration etc) – please contact
Parveen Kumar – Mob + 91-98143 11283 / 93164 73026 (Whatsapp also)
Founded in 1966, GP Strategies is one of the few truly global performance improvement companies in the market. Serving more than 16 diverse industries, GP Strategies is a leader in sales and technical training, eLearning solutions, and management consulting.
Our services, solutions, and technologies empower organisations to perform above their potential. To do this, we partner closely with clients to develop diverse, comprehensive services based on a commitment to sustainable performance improvement.
As various organizations of different sizes have started absorbing more of training – classroom, online or a blend of both, the employee’s path of progression gets clearer and clearer and when he/she see the interest the organization has vested in their growth, there comes a sense of motivation, a sense of involvement, a sense of participation and the willingness to stay and perform and grow. At the end of the day, when the organization invests in building a workforce for the future, every bit they invest into their employee will pay off both in the financial sense as well as in employee engagement.
Soft skills improvement is perceived as something intangible and doesn’t demonstrate increased results immediately. It can be labor intensive to observe each employee who is trained for different skills. To measure these skills correctly, it takes an unbiased professional to evaluate the behavioral changes. To develop effective measures of soft skills training, it is important to understand some of the drivers for implementing these programs in the first place. Many organizations implement soft skills programs to drive the professional development and growth of their employees. Organizations may identify key values and/or competencies and then build a training program to instill the values within their participants. In this session, we’ll discuss developing a plan for ROI to effectively measure the program and deliver quantifiable metrics to the organization.
Join us for this complimentary TICE Virtual Conference session. Your host, Julie Kirsch, director of program development at CohnReznick, will explore the challenges of measuring soft skills training, discuss how soft skills impact the business performance and strategies, and the various approaches that can be used to measure the program(s).
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. RESULT BOOK
enParadigm
Simulation-based workshops for your middle and senior management
The enParadigm Result Book
Results your company can expect from an enParadigm workshop,
based on the impact on 601 participants at AVP, VP and GM level
2. 1. Introduction
a. Simulation-based workshops
b. Participant profile
2. Methodology and sample size
a. Data Set 1
b. Data Set 2
3. Results
a. Principal learning areas
b. Measuring improvement
c. Function-wise spread
4. What’s in it for your company?
5. Our offerings
Contents
enParadigm Result Book | 2
3
3
5
6
6
6
7
7
9
11
13
15
3. enParadigm delivers intense, simulation-based, expertly-facilitated workshops well
supported by core business concepts and debriefing sessions. These workshops are
usually supported by diligent pre- and post-intervention work to ensure that areas of
concerns are identified (at both the individual and organizational level), addressed in
the workshop and tracked after the event. This ensures targeted interventions that
are intense, relevant, engaging, and transformative, with lasting effects on
participants’ managerial behaviour.
This document introduces enParadigm’s simulation-based workshops and analyses
results and insights from 601 participants (in 2 sets of data from multiple
workshops) across 12 Indian cities.
a. Simulation based workshops
enParadigm’s simulation workshops usually involve participants from across
different functions or organizations who:
- Form small cross-functional teams of 4-6 participants each
- Take up roles as the top management of a virtual company
- Take all major decisions for their virtual company to begin and grow
- Compete with other teams running other virtual companies in a complex, realistic,
simulated business environment
- Run these companies across multiple business periods (multiple quarters, for
example) to learn new concepts and apply earlier insight
These simulated business periods are interspersed with interactive concept
sessions, expert-driven debriefs, tools and techniques to reinforce the insight gained
from the experience of running a business.
Introduction
enParadigm Result Book | 3
4. Sameer Kamath
CFO, Motilal Oswal
“A must-participate workshop to get hands-on
learning of how to run a business effectively. I have
not seen where learning usually gained over many
years can be crunched into just 3 days.”
5. 6% 26% 35% 20% 13%
b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
enParadigm Result Book | 5
14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Participant profile - designations
Participant profile – professional experience
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20 to 25 yrs > 25 yrs
6. Methodology and sample size
enParadigm Result Book | 6
The data we present here is therefore divided into two sets based on feedback
gathered. Each set is internally consistent, and the two sets are used independently for
distinct insight in the result section of this document.
a. Data Set 1
This set is from 22 workshops conducted over a 16-month period between November
2011 and February 2013. It covers 351 participants from 20 sectors across 12 locations
in India.
b. Data Set 2
This data set represents results from both open and in-company workshops starting
October 2013. It covers 250 participants from 20 sectors across 10 workshops.
7. This section begins by identifying key learning areas for participants, moves on to
comparative analyses and concludes with a glimpse of function-wise distribution.
a. Principal learning areas
For our in-company programs, enParadigm’s experts sit with our clients’ top
management to zero-in on key learning areas based on specific business needs.
Our open workshops tend to be more inclusive, designed to address 3 primary
concerns:
1. Strategic decision making for growth and competitive advantage
2. Appreciation of cross-functional conflicts and collaborative effectiveness
3. Decoding and utilizing financial statements for effective business decisions
At the end of these 3-day workshops, we asked our participants to list out their key
learning to ensure we had stayed on target:
Results
enParadigm Result Book | 7
KEY TAKEAWAY
Question: List out the top 3 business skills you will take back from this workshop.
Most frequent answers from 351 participants:
29%
44%
52%
74%
"Competition & market dynamics"
"Interpreting financial statements"
"Cross-functional decision making"
"Strategic decision making"
8. Thomas Nelissery
Senior General Manager, MRF
“For someone 22 years out of institute (IIM
Ahmedabad), it left me with acute awareness of how
one's function interfaces with others, how one's
decisions impact the rest and the risks/payoffs
involved. Very well designed. I would recommend this
very strongly to senior managers.”
9. b. Measured improvement in specific learning objectives
This is an analysis of data from participants rating their own comfort level with the
subjects before and after the workshop. Both ratings were captured
simultaneously, immediately after the conclusion of the workshop – so participants
could reflect on the workshop and capture improvement in each parameter.
This before-after analysis helped determine improvement on three specific
predetermined parameters – strategic thinking, cross functional decision making
and the financial impact of decisions.
enParadigm Result Book | 9
STRATEGIC THINKING
Questions: On a scale of 1 to 10, my understanding of strategic thinking before the
workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):
10. enParadigm Result Book | 10
CROSS-FUNCTIONAL DECISION MAKING
Questions: On a scale of 1 to 10, my appreciation for the roles played by other
functions before the workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):
260
185
153
101
42
INTERPRETING FINANCIAL STATEMENTS
Question: On a scale of 1 to 10, my interpretation of financial statements before
the workshop was? (and after the workshop is?)
Ratings from participants across the country (in %):
11. c. Learning impact on participants by function
Next, we looked at participants from different functions measuring improvement in
cross-functional decision making ability, among other parameters. This brought
out some interesting trends, including the fact that participants from every
department had blind spots for some challenges faced by other departments.
enParadigm Result Book | 11
CROSS-FUNCTIONAL AWARENESS
Questions: On a scale of 1 to 10, my appreciation for the roles played by other
functions before the workshop was? (and after the workshop is?)
Participant’s
Function
Before After % Improvement
Operations 4.7 8.7 85%
Finance 6.0 8.3 38%
Sales &
Marketing
5.4 8.8 63%
IT 4.0 9.05 125%
HR 5.7 7.7 35%
Other data:
enParadigm also gathers data on a wide variety of other parameters specific to every
particular client’s requirements.
12. Dhananjay Devasper
Global Delivery Head, TCS
An excellent experiential workshop with concepts
introduced at the right moments to enhance the
quality of learning experience.
13. 1. Experiential learning – Proven to be up to 900% more effective than traditional
methods of instruction*. Traditional methods run into bigger trouble when faced
with teaching well-qualified, senior management – for whom the opportunity to
learn their own experience is critical.
2. Competitive – One great way to keep senior participants engaged in a workshop
is to create a competitive environment testing them on their core competence –
business management.
3. Tailored – Exhaustive pre-workshop activities ensure these workshops are
extremely relevant and hit home with the attendees’ concerns.
4. Measurable –A constant focus on implementation and returns – with well-
defined action items, post-workshop support and 6-months delayed feedback –
makes it easy for you to measure the impact of these programs and make informed
adjustments to your talent development plan.
5. Continuous learning – enParadigm’s workshops come with a comprehensive
post-workshop online retention module that helps participants reinforce their
insight, practice their learning and get support while they implement their action
items.
enParadigm Result Book | 13
* The Learning Pyramid, National Training Laboratories, Bethel, Maine
enParadigm’s
workshops are
Experiential
Competitive
Tailored
Measurable
Continuouing
Which make them
Ideal for middle/senior
management
Engaging even for business
veterans
Relevant to company and
individual goals
Sound, RoI focused
investments
Easy to retain and apply
What’s in it for your company?
14. Our interventions are structured as the central part of end-to-end development
programs. These make our workshops the most effective, as well as the most
measurable, solution available for your middle and senior management:
enParadigm Result Book | 14
Program timeline (for in-house programs)
The online post-workshop retention modules hit the Consolidation Window, to
help retain and reinforce learning, while also helping participants implement action
items identified at the workshop
Our 4-week post-workshop
retention modules (online, case-
based exercises) hit the
consolidation window, during
which participants can cement the
insight gained.
After
workshop
One
week later
Two weeks
later
Three weeks
later
Retaining insight
100%
Time
Learning retained
Business
need
Primary concerns
identified
Simulation
workshop
Middle-senior
management
Impact analysis
6 months after
intervention, on-site
Immediate
feedback
Participants
rate learning
experience
Need
alignment
Strategic needs from
leadership; skill gap
from participants
6 months
Tracking
True Business Impact
enParadigm measures results and training impact at multiple stages in a
coordinated cascade of interactions with participants, their reporting managers and
the client’s top management.
15. Our solutions target managers at various levels, and are driven toward specific objectives:
For senior management
Leadership Simulation Workshop
For middle management
1. Aspire Simulation Workshop
2. Problem Solving & Decision
Making Workshop
Distribution Simulation
Workshop
For sales and
distribution managers
Talent Quest Workshop
For HR managers
Operations Simulation Workshop
For plant managers
Each workshop is driven toward a specific objective, relevant to participants’ level of responsibility
Leadership Simulation Workshop
Provide a CEO’s perspective of business to AVP, VP and GM level
roles
Aspire Simulation Workshop Build business acumen for middle managers
Problem Solving & Data Mining Workshop
Inculcate data-driven decision making for middle and senior level
managers
Distribution Simulation Workshop
Enhance distribution channel effectiveness and improve alignment
with channel partners
Talent Quest Workshop
Better business integration and talent management for HR
managers
Operations Simulation Workshop
Drive alignment across departments at plant level and enhance
operational effectiveness and profitability
enParadigm Result Book | 15
Our offerings
16. Contact Us
For a discussion on how we can assist your company, or to nominate your managers
for one of our open workshops, contact John Cherian or Hanuman Kamma.
John Cherian
MBA, IIM Ahmedabad
+91 97257 6940, john.cherian@enparadigm.com
Hanuman Kamma
MBA, IIM Ahmedabad
+91 81231 85711, Kamma.hanuman@enparadigm.com
enParadigm
We accelerate business performance through simulation-based interventions for
middle and senior management. Run by industry experts and IIM Ahmedabad alumni,
we have conducted workshops for companies such as Citibank, Coca Cola, HCL, Dell,
Dow, Essar, GMR, HSBC, IBM, Indian Oil, Merck, NIIT, SAP, and Tata Motors.
17. b. Measured improvement
A before-after analysis helped determine improvement on specific predetermined
parameters. This data, collected immediately after the workshop, reflects
participants’ self assessment. Therefore, it has significance only in a comparative
context.
enParadigm Result Book | 8
STRATEGIC THINKING
Questions: On a scale of 1 to 10, my understanding of strategic thinking before the
workshop was? (and after the workshop is?)
Distribution of ratings from 250 participants across the country:
260
185
153
101
42
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Participants
Rating
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
%oftotalparticipants
Rating
Before
Average: 5.2
Before:
Average 5.2
After:
Average 8.8
18. b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
enParadigm Result Book | 4
14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Designation-wise spread
Years of experience
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20 to 25 yrs > 25 yrs
19. b. Participant profile
Since 2010, we have helped 280+ companies across 20 sectors. The participant
profile for workshops (Leadership Simulation WorkshopsTM) is well spread-out across
functions and industries, with the only common aspects being:
1. Senior management personnel – AVPs, VPs and GMs for the most part
2. Playing (or tipped to play) key roles across more than one function
3. With 15-25 years of professional experience
enParadigm Result Book | 4
14%
28%
36%
22%
CxO
VP and SVP
AGM and GM
DGM and below
Designation-wise spread
5.80% 26.74% 34.88% 19.76% 12.79%
< 10 yrs 10 to 15 yrs 15 to 20 yrs 20-25 yrs > 25 yrs
Years of experience
20. An excellent experiential workshop with concepts
introduced at the right moments to enhance the
quality of learning experience.
Dhananjay Devasper
Global Delivery Head, TCS
A must-participate workshop to get hands-on learning
of how to run a business effectively. I have not seen
where learning usually gained over the years can be
crunched into just 3 days.
Sameer Kamath
CFO, Motilal Oswal
For someone 22 years out of (business school)
institute, it left me with acute awareness of how one's
function interfaces with others, how one's decisions
impact the rest and the risks/payoffs involved. Very
well designed. I would recommend this very strongly to
senior managers.
Thmas Nelissery
Senior General Manager, MRF
Testimonials