Many clients have found satisfaction with our services and have invested in continued relationships over several years. Listed here are a select few assignments representative of the wide-ranging consulting domains of Open Spaces™


The client company had received Private Equity funding and the investor was aware of the gaps that existed in conceptualization and execution of the projects that were hitherto being done as a supplier to another large project execution company. As a main contractor now, there was a need to transform the client system to ensure cost and time overruns are contained. The top management of the organization needed to be galvanized into an action and their efforts aligned to business goals through strategic and Human Resource initiatives to ensure that all become contributing resources in the company. The initiatives helped the management team address operating issues head-on and found many ways to build trust and work collaboratively.


An Indian manufacturing company promoter was interested in divesting his 55% equity in a public listed company to a foreign suitor who would help grow the 30 year old company with new technology, and help it grow worldwide. Through an exercise which took nearly 18 months helped unlock hidden potential to arrive at a realistic valuation of company assets, complex negotiations with several global parties, working towards closure with an interested collaboration from Belgium and ensured smooth integration for the acquirer. It anchored on four firm rules of thumb: No secrets, no surprises, no hype and no failed promises.


Ensuring trouble free merger for a cross border client in India required deep understanding and careful handling of people and business issues. Handling complexities of integration and complete involvement with client issues was important since the merged entities straddle two different legal environments, two different sets of tax regulations, ways of managing organizations, each with their own traditions and cultural sensitivities. Ensuring these challenges are addressed appropriately through proper employee communication performance management and board advisory.


The client expressed a need for building leadership within the organization to meet future growth needs. Some of the young managers in the firm who showed potential were identified as future key talent. The mentoring initiative in the company was designed with a view to enhancing the leadership potential shown by the young mangers by assigning them a senior role model to work with. Working with the client system to match mentor-mentees, building credibility in the system, developing policies and processes, conducting focus groups to debrief mentors, mentees, bosses of mentees, and HR people involved to bring them on the same wavelength, skill building for mentors and mentees, facilitating initial contact to create a solid foundation for a sound mentor-mentee relationship. The joint efforts of client as well as consultant resulted in synergy and value for all.


The client was an existing firm, but running without a Performance Management System for several years. PMS was brought in with a definite plan of aligning individual performance with organizational direction. A Situation Appraisal exercise enabled the company to identify thrust areas for organizational performance. Goal setting workshops helped the company to set individual and departmental goals in alignment with thrust areas and plan for goal achievement. Goal reviews at quarterly periods enabled further alignment. Skill building and communication played a vital role in the success of the PMS as was revealed in the quality of the annual reviews undertaken. Handholding for two cycles institutionalized the process and embedded a goal oriented way of life in the organization.


The organization was a not-for-profit firm in the social service sector. Stakeholders in society were mapped and a survey across eight segments was conducted to assess the relevance of the offerings to society at large. Some changes in ethos, structure, roles and offerings of this organization were implemented based on the findings of the survey.


The client was a family managed but large firm in the FMCG sector. There was a need for role clarity of various jobs in the company. On studying the organization structure of the entire group, a total of 27 job clusters were identified and an iterative process resulted in articulation and documentation of competency map-cum-job description for these 27 roles. Communication was an important part of this exercise.


A multi pronged assessment center was set up in an organization in order to assess gaps in performance and to enable proper identification of growth and development needs across the company in order to build higher levels of performance. The assessment center revealed the training needs and set the agenda for development of talent within.


A cross hierarchical input designed for enabling competencies needed by the company resulted in three tier training inputs. The Leadership Development Program took care of visionary leadership qualities required for effectiveness in higher positions. A Management Development Program aimed at building middle manager capability and an Executive Development Program helped bring up the first line of supervisory and executive capability.


Pen-and-paper tests were designed around the role of a middle manager often recruited by the firm. The test items were in forced choice format, designed to elicit responses against certain competencies identified. Scoring procedures were developed. The four assessment tests were then standardized and norms prepared against testing of population. A test manual enabled the full institutionalization of the test.


An internal job cluster was studied and an in-basket exercise was developed and normed in the real situation. Implemented as an individual as well as group assessment. This assessment formed a part of internal promotion decisions and was repeatedly requested by the client system as it generated a great deal of credibility within the organization.


A very complex and detailed Performance Management System of the Multinational Company needed to be rolled out for a new start up in India. Skill building, communication, case studies, role plays, all helped embed and institutionalize the system to the satisfaction of Headquarters.


Survey was conducted on an All-India basis covering twelve segments and eight cities. Comparative customer perceptions were mapped using state-of-the-art data collection and statistical techniques.