The Problem
This company had successfully developed a great brand image in terms of manufacturing and
exportation, but had become victim of its success. The organization was operating in an
almost informal way — employing people on the basis of experience not expertise, running
manual operations and using WhatsApp for communications, and making gut-based
decisions.
As the leadership here knew very well, they had been expanding, but not in a systematic way.
What the organization needed was some guidance and professional systems.
"We were growing, but not in a structured way. We felt the need to bring direction into the
organization and that's when we approached GatewaysGlobal. They helped make it happen."
- Managing Director
The Approach
GatewaysGlobal created a transformational journey of 15 months with a focus on creating
clarity, structure, and systems. The engagement was provided through a change management
partnership involving weekly interactions.
Phase 1: Setting the Course
The first step was to outline the vision, mission, and value systems of the organization. This
provided the organization with the same long-term direction and paved the way for future
changes.
Phase 3: Developing an HR Ecosystem
An HR team was set up for the first time ever to include the following HR functions:
• HR Policies
• HR Compliance Frameworks
• Human Resources Job Architecture & Bands
• Recruitment and Induction
• Human Resources Competencies
• Job Descriptions
Phase 4: Motivation for Performance
A KPI-oriented performance management and MIS review process was adopted, aided by
daily coordination, reviews, and evaluation processes.
"A continuous review of performance with respect to MIS and KPI helps visibility, making
decision-making easier for management."
Phase 5: Empowerment
Employee empowerment efforts were made in the form of training, focusing equally on skills
and will, and conducted by coaches who were trained. Additionally, employee engagement
activities like townhall meetings, Company Star, and Company Champion schemes were
undertaken.
Phase 6: Systematization
The changeover from manual processes to automated processes was made using Google
Sheets and Tally ERP, with extensive training and orientation.
"The idea was to introduce changes in a way that the team can follow and sustain, rather
than making it too complex at once."
The Transformation
In 15 months, business has seen a fundamental change in four very important aspects:
Before After
Hiring based on experience Hiring based on competency with detailed
job descriptions
Undefined roles with informal
reporting
Defined roles with accountability at all
levels, even directors
Manual systems with WhatsApp
communication
Smart systems using Google Sheets and Tally
ERP
Before After
Unclear reviews MIS-based and KPI-driven evaluation
"Today, every employee including us as directors has clear responsibilities and KPIs.
Everyone knows what they are accountable for."
- Director
Results
The effects of the engagement were evident throughout all organizational layers:
✓ Strategic Clarity – The establishment of a five-year strategy with congruent vision,
mission, and core values
✓ Organizational Structure – Professional reporting systems and governance structures
✓ Accountability – KPI-led performance culture with accountability at all levels
✓ Human Resources Management - For the first time, a professional human resource
management function with policies and compliance in place
✓ Talent – Experienced professionals in their areas who possess relevant knowledge
✓ Capability of Employees – Programs aimed at improving skills, mindsets, and team
cohesion
✓ Engagement – Recognition schemes boosting confidence, loyalty, and motivation among
employees
✓ Process Management – Digitalization of the processes and elimination of inefficiencies to
save time
✓ Management – Monthly MIS meetings to discuss important data to drive decision-making
✓ Business Stability – Structure and stability in internal workings that would help navigate
through external instability as an exporter
"Now we have clarity on performance, numbers, and direction. That visibility itself has
changed how we operate."
Client Feedback
Net Promoter Score (NPS): 9/1
Phase 2: Creating Organizational Structure
GatewaysGlobal developed an organizational structure for itself. For the first time in its
history, GatewaysGlobal had a concrete definition of roles and responsibilities within the
organization for all the employees, including the directors.
"In businesses like this, the focus is not just on introducing systems, but on helping people
understand and gradually adapt to them. Once clarity comes in roles and direction,
alignment starts to happen naturally."
— Sheela Warrier, Senior Consultant, GatewaysGlobal
