The numerous cases of organisation success that do not last or the frustration of entrepreneurs / business leaders on account of their well-meaning efforts not having the intended results are explainable. Organisation Performance is not a linear but a quadratic equation!

 

Organisation is a complex quagmire of inter-related multiple wheels and levers. Sustained Organisation success requires a proper understanding of the various cog wheels that are linked together in the scheme of things and also the consequent effect of the movement and changes in each of these individual parts.

 

Some of the main aspects of Organisation that need attention and appropriate intervention are strategy, structure, systems, shared values, skills, style, staff ( as outlined by McKinsey 7S Model ). When you intervene in any one of these aspects, it is never an isolated result. It invariably has effect in other parts of the Organisation and more importantly, its efficacy is best when the reinforcement is provided from all related sides.

 

The focus of enhancing Organisation Performance has to therefore be a holistic approach starting with a diagnostics to assess the health of the whole system in juxtaposition with the vision and goals of the organization. Based on the assessment, one then can determine what kind of modifications are required – structural, systemic or strategic. The reinforcing elements ( talent, leadership, capabilities and values ) have to also be addressed to ensure that the impact is complete and effective.

 

Harish has rich knowledge and experience in addressing Organisation Design and Development issues for effective performance results.  He has been involved in many Organisation Transformation initiatives both during

his career as CHRO in Hindustan Unilever and after he launched himself as a Freelance professional.

 

A few of the many transformational projects that Harish has been involved in is highlighted below :

 

Acquisition of Kwality Ice creams : Harish was part of the core team that was formed to carry out the due - diligence prior to acquisition, prepare the plan for business merger and oversee effective integration of operations across the 4 regions  ( including framework for assessment of people, organisation re-structure and new org culture )

 

Unilever Enterprise Culture : Harish was the Global Project Manager for the Enterprise Culture Project of Unilever based out of Blackfriars, London. It involved working closely with Prof. Wayne Brockbank ( Michigan University ), and as a key member of this Strategic Initiative of Unilever in 2000. The project involved seeking and presenting inputs from top 250 leaders across the globe to understand the diverse aspirations and organising focus group discussions with the High Potential Talent as well as Youngest of the Unilever team from different regions to access the dreams of the future generations, all of this culminating in the facilitation of a top leadership workshop for 50 of the senior most leaders in Unilever. The output of this exercise was a succinct and powerful Enterprise Culture Framework for Unilever. Over the next 12 months, Harish was responsible for the effective communication and bringing to life of this new Enterprise Culture - which was done with great aplomb across the different geographies where Unilever was present.      

 

Organisation Transformation @ HLL consequent to the Unilever's New Global Growth Strategy in 2003/2004 : Harish as the CHRO in HLL and a member of the Management Committee was deeply involved in the implementation of the reorganisation in line with the global framework. This involved a number of business divisions / categories being re-configured with consequent unit, people and process movement / re-alignment. The meticulous planning and excellent execution of this major change called for creating and orchestrating a large number of task forces and also providing them with the appropriate charter and resources. The most important change that was injected into the system which created a lasting impact was the new Leadership ethos - "Engaging leadership"  This covered 250 + leaders in the company over a period of 18 months.

 

HR Transformation in 40 countries  : Harish led the HR Transformation journey in Unilever for 3 continents ( Africa, Asia and Australia ) covering 40 countries. As part of this journey, he had to engage with the MDs and Boards of companies in these different countries about the new approach and gain their confidence and support for the plan to outsource most of HR and make the shift at the earliest. He had to develop a unique low cost  model of HR shared services which made sense in the developing and emerging markets of the world where Unilever had a significant presence. The challenge was to ensure the same high standards of excellence and process rigour in these in-sourced country model ( as it was with the outsourced service to Accenture ). The key challenges in the transformation were Influencing stakeholders, complex project management, tight timelines, managing a large and powerful partner, diverse team members, restless country management teams, highly sensitive subject of employee experience coupled with business results.

 

External Consultant to Cadbury's India Ltd : Supply Chain Transformation : Cadbury's India had engaged Harish Devarajan, People Unlimited as a retained Consultant to help them with their Supply Chain Transformation Journey. Kraft had acquired Cadbury's and post that a number of changes were to be brought about, both in the strategic and the operational aspects. The supply chain capacity in India was to be augmented at a very high rate and along with this, the quality of the manufacturing practices were sought to be enhanced. This meant a big ask from the Leadership at both the company level as well as the regional/ plant level. The key capabilities required were Project Management and Execution Excellence apart from Leadership and Team Management. Harish suggested the formation of a 3 member steering committee ( Supply Chain Director, Head of HR and Transformation Advisor ) to discuss, decide and deliver the Transformation as per plan. This journey involved clear visioning, ensuring involvement and buy-in of the key players, detailed planning and milestone definitions, resource allocation and capability building, mentoring and engagement with the leadership at different levels, regular reviews and follow-up actions, Central Co-ordination / Communication support. The role of the External Transformation Advisor was key in terms of providing access to high quality benchmark frameworks / tools, facilitating the various forums and workshops, challenging the thinking and bringing of new perspectives, maintaining focus and ensuring commitment to the purpose of the journey and finally to be a Coach to the Leader and the team. 

.                  

External Consultant to Bosch Ltd. : In preparation for the global shift to newer fuel usage, Robert Bosch Gmbh was introducing its futuristic Organisation Strategy and Structural interventions at a global level. Bosch in India, which is a public listed company, had to not just align itself to the global strategic vision / roadmap but also proactively position itself vis-à-vis the ground realities of the Indian market and economy ( which were at a significant different place as compared to the global context ). To help the organisation develop, design and  drive the multi- dimensional transformation agenda that was appropriate for its own Vision of sustainable profitable growth, over a 2 year period, amidst huge changes that were being introduced by the Government and urgent innovative partnership demanded by the wide range of Automobile manufacturers in the country, Bosch invited Harish Devarajan of People Unlimited to join the 'Project Power' Steering team as an advisory member. It was a journey that had many dimensions to it – Communication of a compelling Vision, Merger of 2 long standing divisions with varying cultural characteristics, Managing the morale and motivation of people, Creating a new culture which was future fit, Facilitating Leadership ownership and development, Enabling Change management capability across levels.