List of Outdoor Experiential Learning Workshops

• Intra-team Coaching & Support
• Leadership Skills
• Improved Delegation
• Trust
• Bonding
• Quality circles (Learning organization cells)
• Company Vision & Mission articulation
• Company Values
• Creative / Lateral Thinking
• Synergy of new entity
• Discovery, getting to know colleagues
• Interdependence
• Motivation
  

• Adaptablility to Change
• Effective Communication
• Stress Management
• Time Management & Productivity
• Negotiation Skills
• New Manager assimilation
• Empathy
• Conflict Resolution
• Breaking self Espoused Limits
• Stepping out of Comfort Zones
• Decision Making
• Problem Solving
• Culture Building

• French Multinational Bank
• Steel Industry
• Steel Melting Plant
• Pan India Legal Firm
• Big Four Consulting Firm
• Quasi Govt Non Profit Organization
• Multinational Telecom Giant
• Multinational Telecom Giant
• Multinational Consultancy Firm
• Multinational Telecom Company Leadership (COO & HOD’s)
• Big 4 Consulting Firm
• Multinational Telecom Manufacturing & Networks Management
• Multinational Bank
• International Telecom Co
• Leading Telecom Multinational
• Medical Services
• Multinational Telecom Co
• Credit and Collection Div of Multinational Telecom Co
• Multinational Telecom
• Multinational Telecom-Post Paid Entity
• Multinational Information Technology
• Lifestyles & Infrastructural Co.

French Multinational Bank

Primary Brief:

Interventions:

3 days residential workshop, using ‘experiential methodology’ with simulation run intense reviews.

Outcome:

Steel Industry - Steel Melting Plant team, across functions & levels-synergy

Primary Brief:

Integrating the SMP division employees to common goals & rigid mindsets to
be broken down inducing creativity & innovation leading to better idea generation with emphasis on participative problem solving.

Secondary Brief:

Address key process bottlenecks in manufacturing processes and re-design them!! Busting Deep Rooted Assumptions for achieving targets.

Interventions:

2 day residential workshop with the entire SMP team, using experiential triggers and simulations. Intense processing and dialogue post simulation resulting in identification of manufacturing bottlenecks and also re-inforcement of all values required in a team based environment

Outcome:

Steel Melting Plant - Leadership workshop for CEO and Plant Heads

Primary Brief:

Interventions:

3 days Level 2 workshop in “Expedition “ format at Chamba & Rishikesh. Intense reality learning induced by creating “real life situations” without “real life consequences” across locations, pulling them out of their comfort zones in a non-threatening manner!! All the constituencies had to be fully engaged to survive!!

Outcome:

Pan India Legal Firm - Integration & Process Re-engineering

Primary Brief:

Secondary Brief:

To identify people & process bottlenecks within the law firm and linking the same with productivity & customer orientation.

Outcome:

Task teams evolved using de bono process for problem solving addressing following key processes

“The Firm is undergoing a transformational change in people & communication processes”-Genesis of change at the law firm at DO level 2 workshop in 3 day residential format post another level 1 in 3 day format six months prior to this intervention.

Big Four Consulting Firm - Formation of New Shared Services Entity

Primary Brief:

Intervention:

3 days residential experiential workshop designed to involve all 140 people at Sariska Palace, Rajasthan.

Outcome:

Quasi Govt Non Profit Organization - HR Integration & Customer Orientation

Primary Brief:

Interventions:

Outcome:

Result:

Re-positioning the HR brand (image) within the organization with sensitive customer approach now measurable.

Multinational Telecom Giant

Primary Brief:

Cross functional synergy and culture building and communication skills.

Interventions:

3 days experiential programme.

Outcome:

• Having integrated the associates across functions, cross functional task teams were formed addressing internal process bottlenecks.
• Ultimately, these task teams were institutionalised and action plans to solutions were shared with the organisation for re- engineering the processes addressed.

Multinational Telecom Giant - Leadership for COOs and HODs

Primary Brief:

• Integrating Sr associates, inducing the organisational values, cross functional empathy, building trust/accountability/empowerment & ownership towards work processes.

Secondary Brief:

• Address key process bottlenecks brought up junior associates in earlier workshops and re-design them!!

Interventions:

• 3 day residential workshop with the entire Sr Management, using experiential triggers and simulations. Intense process and dialogue resulting in identification of ‘thrust’ areas and also re-inforcement of all values required in a team based environment.

Outcome:

• Formation of 3 task teams addressing the 3 concern areas identified during intervention by using town hall process- mainly processes revolving around customer & business.
• Value chain redesigned by cross functional task teams, resulting in ‘faster time to consumer with consistent quality.

Multinational Consultancy Firm - HR Intervention & Developing Road Map

Primary Brief:

• Mandate from the Partners& HR Director to align HR to business objectives and to develop centralised task teams for process re-engineering.

Secondary Brief:

• Brief-Integrating HR associates across the service lines, inducing values such as trust, transparency & respect amongst them and customer orientation.

Interventions:

• Intense 3 day residential programme using experiential training methods. Simulations deployed invoking thought process and addressing people processes such as communication across levels & service lines. Simulation design also led to formation of task teams addressing key HR processes at the firm.

Outcome:

• Landmark intervention(first of its kind in the firm in India) with ice broken between HR associates from across service lines with better processes outlined for communication using brainstorming tools deployed at the workshop.
• Formation of centralised task teams from across regions and service lines addressing core deliverables highlighted by the business. Core teams mapped their milestones and achieved to re-structure key processes leading to higher customer orientation.

Multinational Telecom Company - Leadership for COOs & HODs

Primary Brief:

• Integrating Sr associates, inducing organisational values, cross functional empathy & appreciation of competencies across functions, building trust/accountability/empowerment & ownership towards work processes.

Interventions:

• 3 day residential workshop with designed simulations and intense reviews leading to facilitation of thought process on key people & process issues. Mid-course re-alignment of workshop deliverables as COO wanted to leverage from this co-operative learning process resulting in positive thinking amongst associates. Townhall & problem solving were induced by skewing new simulations which led to formation of 4 major projects in the Rajasthan circle.

Outcome:

4 Major projects evolved to streamline processes relating to

• TAT for all employees.
• Local Decision Making.
• Increase in Brand Scores.
• Inter Dept. Responsiveness. Project champions were appointed with timelines on each task team. The champions eventually scoped out the global content of the project and new micro processes have added to the value chain of each project.

Big 4 Consulting Firm- Leadership for Partners of a Service Line

Primary Brief:

• Mandate from CEO-Drive Leadership values & induce CEO’s to being more people driven than numbers.
• Integrate leadership within the Tax Service line in India.

Interventions:

• 3 days Level 2 workshop in “Expedition “ format at Corbett. Intense reality learning induced by creating “real life situations” without “real life consequences” pulling them out of their comfort zones in a non-threatening manner!!All the constituencies had to be fully engaged to survive!!

Outcome:

• Task teams formed post process & dialogue.These addressed key leadership processes like communication, motivation & delegation processes incl client interface which was usually the partners domain.
• Teams formulated the road map for integration & alignment.

Multinational Telecom Manufacturing & Networks Management - New entity -Asia Pacific HR Team

Primary Brief:

• Integrate associates from two different telecom companies.
• Aligning to a common set of business principles, work cultures & customer orientation besides synergy of various competencies.

Interventions:

• 3 day residential workshop with designed simulations and intense reviews leading to facilitation of thought process on key people & process issues. Mid course re-alignment of workshop deliverables as leadership wanted draw out a road map to leverage from this co-operative learning process resulting in positive thinking amongst associates. Townhall & problem solving were induced by skewing new simulations which led to formation of task team addressing key business processes.
• Key Business Processes addressed:
  a) Recruitment & resource planning through branding
  b) Defining India HR roles/responsibitities, HR competency building, SOP’s &
  policies.
  c) New entity induction for line.
  d) Communication process: avoid inf overload on email, HR conference calls
  on regular basis & one point of communication(India) for one issue.

Outcome:

• Teams formulated the road map for integration & alignment.

Multinational Bank  - Synergy & Goal Setting Program

Primary Brief:

The workshop was aimed at self introspection and awareness, intrapersonal effectiveness, inducing team values, realisation of self potential, understanding roles and responsibilities, creativity.

Secondary Brief

Identifying challenges and tasks for initiating organizational change, find-the-way and walk-the-talk.

Intervention:

• The training used Experiential and other Active Training methods to help participants hone their skills and understanding.
• The methodology was based on individual and group working. Included in these were simulation exercises, group interactive sessions like Team brainstorms.
• The participants were guided to go into their past working experience, making the workshop highly interactive, encouraging participants to learn from each other.
  Processes scoped out were:
  • Creating a business development team (for cross selling, enhancing execution capabilities)
  • Employer Branding (thru HR Synergy, mobilizing national talent globally, developing and attracting talent for the International level).
  • Centralized regulatory lobby team
  • Developing centralized corporate services team.
    

Outcomes:

• Each team identified 3 tasks/ challenges or new initiatives.
• Inventory of tasks was created, issues were scoped out.
• Secret voting helped prioritize the 4 main tasks, Team champions appointed, action templates were drawn up and time lines decided.
• All the 4 teams on their way with resources and review dates finalized!

Top

International Telecom Co- Team Building and Way forward for Networks Team across 3 organisations

Primary Brief:

Develop effective communication skills, breaking barriers across the national team, inducing speed and quality in execution, addressing attitudes, collaboration towards bigger picture, taking new initiatives beyond comfort zones, facilitating participative decision making

Secondary Brief

Identifying initiatives for achieving Network deliverables

Interventions:

Workshop was structured under:-

• Competency building
• Business exercises
• Way forward

Day 1: The training used Experiential and other Active Training methods to help participants hone their skills and understanding.
Day 2: The learnings derived during the simulated environment were applied on real life initiatives/challenges using a DO format on way forward

Outcomes:
a. Inventory of initiatives scoped down using Secret Ballot.

• Faster roll out, Shared site clearance, Quality Roll out
• High Outages
• Network optimization

b. Teams, champions, time lines, milestones drawn up, detailing scope, support, budget and review process.

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Leading Telecom Multinational  Frontline Synergy and Goal Orientation (Sales & Marketing team)

Primary Brief:

• Managing People – enhanced partner engagement, leadership in thought and action
• Managing Self – individual adaptability to changing business scenarios
• Managing Process– Aligning people and processes for goal achievement, managing scale (people, resource, volumes)

Secondary Brief

Identifying tasks and challenges for achieving the goals!

Interventions:

• The interventions were structured along:
• Competency building
• Business exercises
• Way Forward (Challenges, tasks and task teams)

Outcomes:

• Inventory of challenges identified (eg: Tariff, VAS, communication, customer loyalty programs, retail strategy, enhancing long distance revenues, revamp of post-paid –infrastructure, productivity etc, creating a learning organization)
• Above inventory prioritised using Secret Ballot.
• Task teams formed, with time lines milestones agreed upon and final presentation made to the COO on the concepts.

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Medical Services – Integration (Sr. Management)

Workshop was aimed at:

• Setting SMART Goals, Customer Orientation, Interpersonal effectiveness, Attitude adjustments, Busting rigid mindsets
• Trust/empathy, Collaboration towards bigger picture, Taking new initiatives beyond comfort zones.
• Facilitate participative decision making, Accountability (Ownership), Empowerment
• Work is important (Pride in work), Benchmarking Right People, Result Orientation
• HAVING FUN!

• The training used Experiential and other Active Training methods to help participants hone their skills and understanding.
• The methodology was based on individual and group working. Included in these were simulation exercises, group interactive sessions like Team brainstorms.
• The participants were guided to go into their past working experience, making the workshop highly interactive, encouraging participants to learn from each other.

Top

Multinational Telecom Co - Engagement Team Integration and Way Forward

Primary Brief:

• Effective communication skills for Engagement Team, Breaking barriers across Red Hot team members, Interpersonal effectiveness.
• Developing approachability, Attitude adjustments, Busting rigid mindsets, inducing Trust/empathy.
• Collaboration towards bigger picture, Taking new initiatives beyond comfort zones.
  Facilitate participative decision making.
• Power of “ I”- Individual adaptability to changing business scenario, flexible mindsets in a dynamic business environment, self regard, realising self potential (self actualisation) and conviction within.

Secondary Brief

• Initiatives/input parameters for achieving engagement goals. (tools provided)
• Identify key Initiatives/tasks (tools provided)
• Task Team formation & Time Lines for action templates (tools provided)

Outcomes:

• Inventory of tasks identified (eg: parity between on and off roll employees, reward recognition, measure attrition, employee engagement
• Agenda, corporate social responsibility, public domain business information platform contest.
• 4 teams scoped out the above tasks, created Implementation Plans with milestones and review parameters.
• Team Daredevils, Mighty Moosads, Unbeatable Gypsys and Vibes on their way!

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Credit and Collection Div of Multinational Telecom Co – Team Building & Goal Setting

Primary Brief:

• Breaking barriers across HO & Branch teams, Speed & Quality in execution.
  Interpersonal effectiveness, Process Orientation.
• Trust/empathy, Customer Orientation – both internal & external customers.
• Collaboration towards bigger picture, Taking new initiatives beyond comfort zones.
• Facilitate participative decision making.

Secondary Brief

Identify initiatives/challenges for achieving CNC deliverables.

Interventions:

Intense 3 day residential program using experiential training methods. Simulations deployed invoking thought process and addressing people processes such as communication across levels & service lines. Simulation design also led to formation of task teams addressing key processes at the firm.

Outcomes:

Task teams identified and on their way with the below mentioned Tasks scoped out and prioritized

• Motivation within CNC
• NCP Implementation-CNC Policy
• Managing bad debt-NCP scenario
• T & Q-FOS/TC Agency (certification)

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Multinational Telecom- Frontline Team: Goal Orientation

Primary Brief:

• Managing Self, Managing Process, Managing People
• Frontline/ sales competencies

Secondary Brief

Identify key new initiatives/tasks/challenges: Each team will identify 3 tasks/challenges/input parameters which impact the goal

Interventions:

• The training used Experiential and other Active Training methods to help participants hone their skills and understanding.
• The methodology was based on individual and group working. Included in these were simulation exercises, group interactive sessions like Team brainstorms.
• The learnings derived during the simulated environment were applied on real life process bottlenecks using a DO format on way forward.
• Key challenges identified for measuring up to the sales goal.

Outcomes:

• Issues/ tasks scoped out (eg: channel management, poach strategy, implementation of distribution plans, implementation of CP on boarding process to ensure 90% retention, addressing channel partner productivity)
• Time lines, scope, budgets, reviews and team champions identified
• Telecom Teams on their way!

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Multinational Telecom - Post Paid EntityIntegration and Goal Setting

Primary Brief:

• Understanding & appreciating pressures across functions and looking at Post Paid KRA’s as opposed to individual KRA’s.
• Align with changing market dynamics.
• Customer orientation..
• Develop outside-inside approach.

Secondary Brief

• Defining Post Paid goals (strategies/boundaries)
• Aligning revenue, bad debt & retention towards a common goal.
• Agreeing on milestones.
• Identifying key intermediate tasks (processes) for action plans.
• Ownership of Task Team with ‘Champions’ and basic action templates.

Outcomes:

• Tasks scoped out:
• Marketing Promotions.
• Re-engineered retention process – individual/corporate.
• On-boarding process - 0-90 days six sigma quality.
• Rationalized product portfolio.
• Sourcing limits (geographic).
• Incentivizing all channels for right KBI’s & appropriate training.

Task Teams with above task responsibilities on their way!

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Multinational Information Technology Leadership Development Program

The workshop was aimed at:

• Inducing team building values like transparency, trust, motivation, etc.
• Good outputs being achieved should not resulting in complacency
• Take execution to the next level, Good to Great!
• Communication: 2 way process/ ability to communicate in high pressure situations/ listening (effective communication).
• Enjoy your work, Walk the talk, Receiving feedback: Being receptive
• Ownership (accountability towards outcomes/ results), Ideation process,
• Entrepreneurship
• Creativity/ Doing things differently.

Interventions:

• The training used Experiential and other Active Training methods to help participants hone their skills and understanding.
• The methodology was based on individual and group working. Included in these were simulation exercises, group interactive sessions like Team brainstorms.
• The participants were guided to go into their past working experience, making the workshop highly interactive, encouraging participants to learn from each other.

Debriefing
Each activity was followed by intensive debriefs and process work to precipitate learnings.

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Lifestyles & Infrastructural Co.- Cross Functional Synergy Program & Goal Setting

Primary Brief:

• Inducing team building values like transparency, trust, motivation, etc.
• Understanding responsibility & roles, Address mindsets around mixed teams (experience Vs new ideation)
• Internal customer orientation (addressing unique needs)
• Ownership of process, Creativity/Doing things differently.
• Effective communication across levels (incl: ideation process)
• Realization of self potential, Goal Orientation.
• Managing uncertainty /change.
  

Secondary Brief

Identify tasks for initiating organization change!!!. Find the way-Walk the talk.

Outcomes:

• Inventory scoped out with issues (eg: customer penetration, inter departmental coordination, increasing dealer loyalty, developing sales audit system, product launch planning, inside-outside approach)
• Times lines, scope, budgets, reviews and team champions identified
• Teams on their way!

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LEARNING METHODOLOGY

Experiential Methodology

Interpersonal Effectiveness & Competency Mapping Tools

Way Forward – Business Process Re-engineering

Indoor Interventions (specific competencies)

Experiential Methodology:

The methodology used will be ‘Experiential Learning’. To achieve the above objectives, the workshop will be very intense, with “ Shared experiences”(high-energy simulations, exercises and role – plays). The workshop, as all experiential workshops, will follow a loose agenda, with intensive process work at the end of each exercise. The simulations and exercises may be changed, altered and given a particular ‘skew’ at the discretion of the facilitator /s to drive home some of the learnings. A "shared experience" that involves working together on tasks which are unfamiliar and which require a high degree of interdependence quickly builds trust and rapport across the group. To rely on others in ways which are not customary for individuals in a normal working environment generates mutual respect and support often far beyond anything previously experienced by colleagues in the workplace. The shared experience will serve to inculcate the mentioned competencies in individuals.
Process for the above components:

Experience -	Reflect -	Unlearning -	Apply -	Experience
(Action)	(Review)	(Learning)	(Plan)	(Action)

3rd stage facilitates the cumulative learning of the group & 4th stage correlates the participants co-created learnings to the work process & links up to the workplace.

Some of the simulations/exercises(learning mediums) may include:

• Business Simulations
• Role Plays
• Adventure Simulations
• Navigational Simulations
• Water based simulations
• High Rope Simulations
• Real life project. (Corporate Social Responsibility)
• Theatre
• Music/Dance simulations
• Art Simulations

A) Firo - B Administration

The programme will link the simulation learnings to three dimensions of interpersonal relations which are necessary and Sufficient to explain most human interaction. The dimensions are called Inclusion, Control and Affection. A conceptual understanding of FIRO-B scores will enable the participants to understand themselves better. This will determine the behavioural pattern of the individual participants which can be now better linked with the obvert manifested behaviour observed during each outbound simulation.

The various outbound activities will reflect the true behaviour of the participants which will remain constant even in the working environment in the organization. Hence, the behaviour which helps or hinders the working style of an individual can be monitored for effective results.

FIRO-B is therefore, a tool which conceptually analysis the behaviour of an individual and the same behaviour when manifested in a learning environment during outbound activities remain constant. This enables the participant to reflect on his interpersonal relations which are so very important & crucial for drawing the synergy within the group as a leader.

B) Mask

The exercise enables the participants to self introspect & the tool enables the participant to open up and share strengths & weaknesses within the group. There is also a feedback mechanism built in to further enhance self actualization for each participant.

The tool then interfaces on dimensions of ‘Impact’ of behaviour on people working around the participant not only at the workshop but also at the organization. The exercise concludes with an individual action plan for each participant which then needs a review mechanism at the organization for development.

C) Team Norms Profile

This exercise has tools & techniques deployed to gauge the teams behavioural norms (function specific) under the following organizational areas:

a) Organisational/ Personal Pride
b) Performance/ Excellence
c) Teamwork/ Communication
d) Leadership/ Supervision
e) Profitability/ Cost Effectiveness
f) Associate/ Colleague Relations
g) Customer/ Client relations
h) Innovativeness / Creativity
i) Training & Development
j) Candor/ Openness.

The data could be utilized for taking forward the associate development plan within the company by planning appropriate interventions.

Way Forward – Business Process Re-engineering

Business Process Re-engineering/Goal Setting/New Initiatives/Addressing Existing Bottlenecks at organizations

To identify initial and next steps to implement the learning ‘on the job’ from tomorrow:

• Post simulation de-briefs will identify key work process concerns.
• Simulation triggering off a “Town Hall” on the work processes inventory.
• Allotting the existing teams on workshop to take ownership into identified tasks.
• Task team champions appointed.
• Put together a action plan using the action plan template (tools provided)
• Make sure steps are clear and specific-agree on milestones, resources & timelines.
• Set review date/s with facilitator
  

Indoor Interventions (specific competencies)

Case studies

• Brought by participants and will be discussed in the respective programs. Focused intervention

Exercises and Activities

• The concepts shared in the program will be used by the participants during the program making use of pre-designed exercises and activities. The learning will happen in the program itself.

Role-plays

• From real life cases within the organization.

Plenary

• A discussion after some concepts have been explained wherein every participant is expected to give his/her inputs. Collective learning by sharing.