Training Management

Client is a leading provider of consulting services in the areas of transportation, telecommunication, property, and luxury products sectors, with a focus on China, Asia, India and Middle East.

A Multinational consulting firm; business ranges from global companies developing business and operations in Asia, India, Middle East and China to local corporations looking to improve business performance. Client has developed a reputation in providing business strategy and supporting that strategy through to implementation with the training and development programme for management, supervisory and frontline staff.

Technologies Used

The Challenge

Client from the consulting industry had a traditional setup; turned to Alvi with the mission to make their product fit for the future. The core objective was to align product development and the associated organization in such a way that they can offer competitive solutions on one hand and inspire their consumers with innovative and sustainable offerings across all channels on the other.

  • They wanted an assessment done of their current ways of working
  • The assessment was to be followed up by a self-assessment by the teams
  • The initiative would culminate into a set of recommendations and an actionable roadmap for improvement
  • The demand was for shorter time to market, higher quality, more transparency at all levels, and higher employee satisfaction

An agile approach makes all this possible

Critical Points

  • Client had a window application built on vb
  • Missing centralized view and role base accessibility in existing application thereby increased dependency
  • Manual Data Migration activity from localized installation of an application to central sub-system; resulted in significant time consumption and prone to human error
  • Lack of alignment between business and IT on several key issues, prioritization criteria, and features
  • Inadequate work estimation techniques, stumbling block to planning
  • Poor Program backlog health
  • Different teams and persons had a different perspective of agility


Alvi worked closely with the client’s leadership to understand the current set of impediments and accordingly designed and developed a new-age state-of-the-art customized website.

A multiday impediment identification and solutioning workshop was conducted:

  • Sessions were conducted on topics related to current ways of working with the team members using Alvi’s four-quadrant approach, categorized as People, Process, Tools and Organization, including the roles and responsibilities. This helped developing a common understanding of what was within and outside the purview of each role.
  • A customized questionnaire was prepared to guide the group towards impediment identification. The teams got a chance to select the top 5 impediments they thought, which, if resolved, would bring about the maximum benefits. An action plan was formulated, together with prioritized the list of actions and on expected benefits, to address the top 5 impediments.
  • This newly designed solution, aimed at enabling Business Agility included focusing on Enterprise Solution Delivery, Agile Product Delivery, Team and Technical Agility, Lean Agile Leadership, Organization Agility, and on Lean Portfolio Management.
  • Working with leadership, a target state was envisioned, and a milestone-based action plan was devised and executed. At regular intervals of the execution, measures were used to ensure progress in the right direction.

To generate a lasting change with a large impact, an investment was made continuously in each of these three areas.


How the business benefited?

  • High NPS (Net Promoter Score)
  • Client started realising business value every 2-weeks
  • Faster Time to Market, greatly enhancing the competitive edge for business
  • Greater productivity across teams and overall, across the value stream
  • Optimization of flow of work across business and IT, leading to greater alignment and higher productivity


  • There was enhanced collaboration between business and development leading to more clarity on requirements, greatly reducing re-work. Specialists could focus on what they were good at e.g. the architecture runway rather than on managing teams
  • Early feedbacks which helped in local decision making
  • Bringing all stakeholders helped build a common understanding. Teams were able to appreciate the challenges that they faced and were also able to recognize pain areas of their fellow team members creating empathy and an environment of collective problem solving
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