Often when organizations face a problem, or when an opportunity opens up, there is a tendency to ‘play safe’; they find solace in ‘tried and tested’ methods. In the process, there is a huge opportunity lost in sidelining the changes in consumer preference, and not keeping pace with the rapidly transforming market scenario. While there are different processes in place to handle the unexpected, the measures are not enough to keep pace with the change.
The keys to handle the change – generating ideas, designing products, and solving problems –are confined to the hands of a few. There is tremendous potential that can be leveraged by tapping the economies of scope: ideas from employees across domains and hierarchy. Ultimately, this results in an output – profitability, efficiency, process improvement, et cetera – that is sub-optimal.
From our research and experiences, we have coded few statistical and qualitative measures to evaluate the emotional health of an organization. Applicable equally to all employees, the code gives us a reasonably strong indication of the deviations from the expected.
It is this deviation that we narrow through customized mentoring, incentive restructuring, workload balancing, et cetera, et cetera. In addition, we incorporate the process of Design Thinking with the intention of empowering the gatekeeper in narrowing the deviation from the expected sustainably.