Though CUNIX has evolved in varied areas over some time to keep pace with changing requirements of the customers and the market, BUSINESS PROCESS DEVELOPMENT has always remained its forte. This is primarily because of the culture that has been built by living with values of resilience, innovation, and learning day in and day out.
The three elements which require transformation for an organization to transform as a whole are the “people” in the organization, the “processes” that they have developed and the “technology” that is available to support the operations. CUNIX has always been committed to transforming the “people” and “processes” of the organization.
CUNIX’s work has always facilitated customers to reach the desired state from the current state, which is what we have always defined consulting as. There have been instances where the customer was very articulate about their current state and where they want to reach. Still, there have also been many instances where this gap was fuzzy, and our expertise has given it a required shape and produced results for our customers.
We have observed that the chasm between the current and desired states requires a shift in processes, behaviours, culture, structure, technology, skills and strategy. Our consulting approach evolved with our quality experience and is designed so that we can manage these complex changes deftly.
We have a loyal set of customer base, and they continually engage with us because they have achieved desired outcomes by going through our interventions based on our substantial change IN PROCESS IMPROVEMENT CONSULTING practices.
We have been approached by our customers for both standard, model or methodology based consulting where the end result is compliance with the standard or model resulting in an audit or appraisal. The purpose behind that is two-fold. One is to adhere to the requisite standard, model or methodology and other is to get the desired value as well from the standard, model or methodology.
We have also been pioneering the outcome based consulting approach. The multi-fold challenges that we have been encountering are:
The approach that we take for outcome-based consulting requires intense discussion with the senior management members, who are the primary initiators of the consulting assignment and feel the necessity for change.
In these kinds of assignments, setting the right expectations, objectives, and metrics to measure success is essential. Building the right team for designing and implementing the change is critical.
The kind of assignments that we have dealt with in this category relate to developing the new organization design and structure, enhancing employee engagement, establishing a performance management system, building a high-performance team, succession planning, developing leadership etc.
