Nimble came with a fresh perspective to the operational figures of the business and soon realised that the problem was not in the numbers but in the processes and practices that had become antiquated in the modern times. To the surprise of senior management Nimble unearthed deep conflicts and cross-purpose activities within departments that would have been expected to work seamlessly.

Relying on similar past assignments, consultants interviewed and mingled with all levels of management to understand the real-life dynamics in the organisation. The CEO was aware of the multitude of problems but was so overwhelmed that he relied on the independent view of Nimble to prioritize the problems that needed to be fixed.

Nimble’s presence in the company signalled the intention of senior management to infuse new life in the organisation. Employees who remained had hitherto in their shells spoke their mind and started rebuilding the organisation in their minds and expressed their views to Nimble. Trained consultants examined each piece of information and suggestions for hidden motives or personal agendas and arrived at a set of clean and filtered steps that would put the organisation back on track. In fact, the final report had tremendous buy-in because Nimble restated the views of employees in a structured and implementation ready format.

Some of the final recommendations that got quickly implemented and resulted in the return to profit in a short span of 2 years were:

• Focus on Core Business
• Revamp HR policies for increased customer focus
• Streamline Decision Hierarchy and Action Responsibility
• Create Empowered Job Descriptions
• Align Rewards with Key Result Areas
• Kick Start Sales and Marketing Systems
• Promote Shared Corporate Vision