Background:
Quantum’s Client, a global leader in the financial technology sector, recognized the need to enhance
its data analytics capabilities to stay competitive in a rapidly evolving market. With vast amounts of
data generated across departments, there was a growing demand for robust analytics tools to
extract meaningful insights and drive strategic initiatives. To address this need, Quantum’s Client
partnered with Quantum, a leading training company and a provider to design and implement a
comprehensive and customised Power BI training program for its employees.

Objectives:

1. Equip employees with the skills to leverage Power BI for data visualization, analysis, and reporting.
2. Foster a data-driven culture within the organization, where employees proactively use data to
   inform decision-making.
3. Increase operational efficiency and productivity by streamlining data analysis processes and
   reducing reliance on manual reporting methods.
4. Empower employees to create customized dashboards and reports tailored to their specific roles
   and responsibilities.

Implementation:
The Power BI training program was structured to cater to employees across various departments
and skill levels. The training curriculum encompassed both theoretical concepts and hands-on
practical exercises, ensuring participants gained a comprehensive understanding of Power BI
functionalities. Key components of the program included:

1. Introduction to Power BI: Overview of Power BI features, data visualization best practices, and
   navigating the Power BI interface.
2. Data Preparation and Modeling: Techniques for importing, cleaning, and transforming data from
   various sources to create a unified dataset.
3. Report Building: Design principles for creating visually appealing and interactive reports using
   Power BI’s robust visualization tools.
4. Dashboard Development: Strategies for designing dynamic dashboards that provide real-time
   insights and facilitate data-driven decision-making.
5. Advanced Analytics: Exploring advanced features such as DAX (Data Analysis Expressions)
   formulas, custom visuals, and integrating AI capabilities.

The training program was delivered through a combination of instructor-led sessions, online
tutorials, and hands-on workshops, allowing participants to learn at their own pace and practice new
skills in a supportive environment.

Results:
The implementation of the Power BI training program yielded significant benefits for Quantum’s
Client:

1. Enhanced Data Literacy: Employees developed a deeper understanding of data analytics concepts
   and gained proficiency in using Power BI to analyze and visualize data effectively.
2. Improved Decision-Making: With access to timely and relevant insights, decision-makers across
   departments were able to make informed decisions that drove business growth and innovation.
3. Operational Efficiency: Automation of data analysis processes and the creation of self-service
   reporting capabilities in Power BI resulted in significant time and cost savings for the organization.
4. Increased Collaboration: The training program facilitated cross-functional collaboration, as
   employees from different departments collaborated on data projects and shared insights through
   interactive dashboards.
5. Culture of Innovation: By empowering employees to harness the power of data, the training
   program fostered a culture of innovation and continuous improvement within the organization.

Conclusion:
The successful implementation of the Power BI training program has positioned Quantum’s Client as
a leader in leveraging data analytics to drive business success. By equipping employees with the skills
and tools needed to extract actionable insights from data, the organization has unlocked new
opportunities for growth, efficiency, and innovation. As data continues to play a pivotal role in

shaping the future of business, investing in employee training and development remains essential
for staying ahead in today’s competitive landscape.

Reviews

The post Empowering Data Insights: A Case Study on a Successful Power BI Training Program appeared first on QICPL.

Case study on training done in one of the dairy and FMCG majors  in Lucknow, Uttar Pradesh,India  for making the mid and senior management understand the importance of collaborating with people in order to manage changes.

1.     The Customer:

The customer is one of the dairy and milk products major in Lucknow, Uttar Pradesh in India having market leadership in some pockets of Uttar Pradesh. The customer also diversified into retail stores for selling the milk products and other daily food essentials. The company also has a distribution chain for these milk and dairy products across the state.

2.     Industry Category:

Dairy and FMCG .

3.     Executive Summary:

Purpose of Project / Business Challenge:

The training need was to map the existing business practices, the changes taking places due to competition, new generation at work and market changes.  The mid and senior team had to align themselves for managing these changes and also be collaborative with people so as to establish and contribute to the performance driven culture.

Solution:

Quantum’s senior associate trainer studied the entire project and carried out in the following stages:

• Detailed training needs assessment by:
  • Understanding the existing beliefes, cultural values and business practices people had.
  • Existing knowledge levels of the audience.
  • Understanding the expectations of stakeholders.
  • Doing the gap analysis.
  • Defining the agenda of the proposed program of the training program.
• Designing the course outline:
  • Defining the agenda.
  • Choosing the right case studies, activities and appropriate examples.
  • Customisation of the training material based on the needs.
  • Designing the assignments and examples as per the client needs.
  • Making the transition understood in a subtle manner.
• Training Session was conducted as per the given and agreed agenda with the customisation. The training was carried out with activities specially keeping cultural changes in mind. The program was carried out with role plays, case studies , videos and various discussions aimed at making people cope up with the changes and help them collaborate with people . The program was delivered by the expert trainer from Quantum. The program had 70% + hands on practical sessions . The sessions had examples of supply chain of automotive industry and mapping the business needs of the company. The program had ample opportunity for the participants to practice the new version and get themselves familiar with the future development that they were supposed to do.

How did the training program help the participants meet their objective:

4.     Benefits / Business Case:

The training was successfully conducted. The feedback by participants that was given was 4.35/5.0. The program was able to clear the doubts and make the participants be productive in a week’s time which otherwise was not possible. The participants had the competency to build an application for it’s internal customer’s needs. The list of the benefits are as follows:

• Training feedback: 4.5/5.0.
• Audience Size: 12
• Quantum’s TAT in finding the right trainer : 2 business days.
• TNA and execution: 2+1 Day
• High level of customisation. 75% customised and 25% standardised content.

The internal customers were very happy with Quantum’s indepth coverage of the training solution and was implemented effectively.

The post Collaborating for Change Management Dairy and FMCG Company appeared first on QICPL.

Case study on training done in one of the biggest Financial Technology Company in Pune who got acquired by another giant from Noida who was more number driven and profit oriented than people centric.

1.     The Customer:

The customer is one of the biggest Fintech company headquartered in Pune. The company was taken over by an international giant whose Indian HQ is in Delhi and Global HQ is in Seattle. The attitude of the senior management was perceived as autocratic and was not appreciated by the existing employees. As a result, employees were stressed out and they found really difficult to cope with it .

2.     Industry Category:

IT Services: Fintech

3.     Executive Summary:

Purpose of Project / Business Challenge:

The training need was to map the existing business practices, the changes taking place due to acquisition. The team was not aligned to the culture which was more number focused and systems those were perceived as performance driven culture.

Solution:

Quantum’s senior associate trainer studied the entire project and carried out in the following stages:

• Detailed training needs assessment by:
  • Understanding the existing beliefs, cultural values and business practices people had.
  • Existing knowledge levels of the audience.
  • Understanding the expectations of stakeholders.
  • Doing the gap analysis.
  • Defining the agenda of the proposed program of the training program.
• Designing the course outline:
  • Defining the agenda.
  • Choosing the right case studies, activities and appropriate examples.
  • Customisation of the training material based on the needs.
  • Designing the assignments and examples as per the client needs.
  • Making the transition understood in a subtle manner.
• Training Session was conducted as per the given and agreed agenda with the customisation. The training was carried out with activities specially keeping cultural changes in mind.The program was carried out with role plays, case studies , videos and various discussions aimed at making people cope up with stress. The Emotional intelligence models were practised and EQI 2.0 model was thoroughly practised with elements such as agility, flexibility, reality testing, etc. The program was delivered by the expert trainer from Quantum. The program had 70% + hands on practical sessions . The sessions had examples of supply chain of automotive industry and mapping the business needs of the company. The program had ample opportunity for the participants to practice the new version and get themselves familiar with the future development that they were supposed to do.

How did the training program help the participants meet their objective:

4.     Benefits / Business Case:

The training was successfully conducted. The feedback by participants that was given was 4.35/5.0. The program was able to clear the doubts and make the participants be productive in a week’s time which otherwise was not possible. The participants had the competency to build an application for it’s internal customer’s needs. The list of the benefits are as follows:

• Training feedback: 4.35/5.0.
• Audience Size: 20
• Quantum’s TAT in finding the right trainer : 2 business days.
• TNA and execution: 2+5 days.
• High level of customisation. 75% customised and 25% standardised content.
• 85% higher productivity.
• 20% reduction in escalations.
• Development application was faster by 40%.
• Cost saving by the company in terms of attrition and new hiring : 20%

The internal customers were very happy with Quantum’s indepth coverage of the training solution and was implemented effectively.

The post Cultural Intelligence and Change Management appeared first on QICPL.

Case I:
A Mid size IT Company:
A mid size IT company based out of Pune and catering to various clients in the USA,UK and Australia had problems in controlling the attrition and also moving up the value chain in their clients expectations. As a result, the C SAT scores ( Customer Satisfaction Scores) were getting low and due to poor people management areas, they could not scale up to the expectations of the investors.
Training Intervention: Having attended the program on Balanced Score Card, The team understood the importance of having strong strategy to achieve the vision of the senior leadership and the investors. They could also think of an action plan on addressing the people’s issues with the right changes being made. The Lead and Lag Indicators were established for making the organization strategy focussed.

Case II:
A Mid Size Manufacturing Company for Electrical Components being acquired by a Large Japanese Conglomerate, was not able to define the real performance parameters for the people as per the new management’s expectations. The older employees were not comfortable with the new reporting system and PRMS ( Performance Review and Management System) implemented by the new management. More interpersonal issues impacted the business. As a result, the company was getting more focussed on grievance handling than the productivity and result issues.
Training Intervention: Having attended the training on Balanced Score Card, the newly merged entity understood the importance of being strategy focussed and imbibing performance driven culture in the company. To create the buying in from the people, they had to understand and take the remedial as well as development based process initiatives by outlining new KPIs and KRA s for the people. The new entity had to spell out the link between People, Process, Finance and Customers and getting the organization performance driven and adding value to the customers.

Case III:
A mid size Telecom product company was facing issues with the changed norms in the telecommunication sector and was finding it difficult to cope up with the market changes which obviously was impacting the company’s balance sheet. There was no mechanism for market intelligence and taking the internal processes and people growth issues so that the company becomes more adaptive to the market changes. Also since the technology and development of
people was not on the agenda, the revenue was inconsistent.
Training Intervention: After attending the training on Balanced Score Card, the key stake holders of the company understood the importance of investing in people and technology development . They made it a point to move from Run of the mill manufacturing company to innovation and talent driven company. The lead and lag indicators were established and the company created its own processes to identify and address people, process and technology issues.

Case IV:
Large BPO in India was facing the issues of lower quality output and thus from being the market leaders in their domain, they were pushed to a losing lot. The diagnostic areas pointed out the poor customer retention and internal process issues.
Training Intervention: In the training program they attended , the company’s stake holders understood the importance of the customers consistency and higher value propose. They started making strategies to be customer focussed and put the vision for customer retention . They turned around the retention rate and now had more satisfaction indicators to indicate various aspects of customer delight.

Case V:
A family run manufacturing unit was getting the professional management in the company to scale up its operations. The newer process development initiatives faced a lot of resistance from the existing team, who was complacent, heavier on the top and had issues of non performing loyalties.
Training Intervention:
The training intervention emphasised on the merit driven culture. It provided the insights for right process development for establishing the right reward and recognition system. It also started working on the process of people development and address the issues of people growth along with the right share holder’s value.

The post Case Studies of Organizations-Undergone and Benefited from Balanced Score Card Training appeared first on QICPL.

Introduction: A Software Product Company , founded in 1993 which is catering to Financial ,Telecom ,Health care and automotive industries in India,UK,South Africa and USA was helped by Quantum from designing to implementation of Balanced Score Card. The company is based out of Pune,Noida and Bangalore in India and has overseas offices in London,San Jose, Singapore and Vietnam. They also have a Quality testing Unit which was an acquired entity with this company.
Size of the company: 1500+ people across the globe out of which nearly 1000 people located in India ( As on 2012)

Turnover: USD 300 Million
Product Line: Following are the key products of the company:

1.  Core Banking System for Banks in compliance with RBI Norms
2.  SMS Getway for Banks
3. Security Products for On line Banking
4.  Technical Analyser for Derivative Trading for Stock Broking and arbitrage houses
5. Under writing value validation for insurance industry.
6.  Supply Chain Management for Automotive companies.
7.  Credit Risk Management for Telecom Companies
8.  Mobile Broadband Management for Telecom companies
   The above mentioned products give way to 200+ Modular Products as well which are components of these bigger products.

Challenges: Following were the challenges the company was facing:

1. Customisation on the go for Financial and Insurance Solutions Products due to regulatory and statutory requirements.
2.  Hard pressed deadlines and QC paradox as stringent quality norms and paucity of time from healthcare product lines.
3. Ambiguous Supplier data with Supply Chain Management from various automotive clients
4.  Shift of locations for Telecom clients
5.  Talent Crunch due to attrition specially in Engineering and QC departments
6.  Islanded information with no clear strategic goal communicated by Senior leadership to people
7.  Legacy issues with the tax authorities as well as suppliers
8.  Heavier on the top with a lot of bureaucracy in the teams
9.  Poor financial discipline and extravagant spendings by senior management
10. Inability to scale up the operations due to lack of forecasting.
11. Centralised Decision Making

Steps Taken: Following Steps were taken by Quantum in order to provide solutions and bringing the best out of the company’s values.

• Stage I: Interview and Diagnosis: In this stage , interviews were scheduled with the key stake holders of the company followed by the department heads and then with mid level management. Each of them were asked certain questions in person as well as a written questionnaire . In this step a detailed analysis was carried out with the company using following tools:

1. SWOT Analysis
2. PEST Analysis
3.  5W 1H Analysis.

After this exercise was done some more findings came in which were:

1. Modification of some internal processes
2. Efforts for managing weaknesses
3. People focussed reward and recognition program
4. Skill Gap Analysis

• Stage II: Analysis and Assessment: In this stage a detailed analysis of the appropriate plan to implementation of Balanced Score Card was chalked out. This was done in the following manner:
  1.  Re visiting the Vision of the company with senior management.
  2. Making the management and the key stakeholders understand the strengths and the development areas .
  3. Creating a new vision for the company
  4. Getting the commitment on the vision by the management.
  5. Creating Mission Statements in line with the Vision Statement of the company
  6. Defining Values
  7. Getting the understanding of Strategy blue print

•  Stage III : Designing the Balanced Score Card: In this stage a detailed Strategy Blue Print was drawn and the same was divided into:
  1. Financial
  2. Customer
  3. Internal
  4. Learning and Growth Area

The areas were distributed with the key findings and against the same , what could have been the ideal situation along with appropriate long term,mid term and short tern goals were defined per department, per team. This included the following:

1. Constructing Balanced Score Card for the Organisation as a whole.
2. Creating Balanced Score Card for each department
3. Creating Balanced Score Card across levels
4. Defining Lead and Lag Indicators
5.  Creating quantifiable and understandable measurements for the same
6. Creating Targets for each area in line with the Vision,Mission and Values and mapping to the strategy blue print.

For each of these areas, the key strategic objectives were defined . Here’s a small sample of the Level I design table:

The new targets were set. A detailed plan of phase wise implementation was rolled out along with the implementation plan .

• Stage IV: Testing with the Key Stakeholders: Once designed the testing was done using the following methods:
  1. Defining and aligning key stakeholders’ personal goals with the departmental and organisational goals.
  2. Creating the buying in with the key stakeholders doing it with their reports and colleagues
  3. Bringing deviations to notice in case any
  4. Commitment to the finally tested Balanced Score Card

•  Stage V: Implementation :
  In the implementation a detailed training was conducted where in the training about the concepts of Balanced Score Card, its benefits,etc. was communicated to the people and a few exercises were done where they conduct the same for their teams

• Stage VI: Testing:
  In this phase, the implementation was tested after periodic reports were gathered and the same were tested against the lead and the lag indicators.
  Conclusion: The total implementation of Balanced Score Card was done with the system of assessment and reviews. After the implementation, it was found that the company was progressing towards the goal. Some of the indicators for the same was:
  1. Happy and Motivated workforce
  2. Good Turn Around Time
  3. Lower rate of attrition by 5% in the first year and 7% in the second year
  4. Client acquisition was up by 9.5% per quarter as compared to the previous years same quarter
  5. The Escalations of grievance matters were drastically reduced
  6. Earing Per Share and ROCE was better.
  7. Company’s Net Profit was up by 20% YoY

The post Balanced Score Card Implementation Case Study for a Software Product Company appeared first on QICPL.

A big business house in The Philippines has a software arm . Sometime back they had defined it’s vision,mission,values and policies and left it to the senior team members to cascade it down. The senior members, not very sure of the correct way to align the communication used the broader terms but missed on “How” and WIIFM ( What’s In It for Me ) factor tried training people down the line and expected them to adapt to the new goals and behaviours thus defining the organisation culture . They tried the Rockefeller Habits 2.0 but had many gaps in the implementation side. We at Quantum ,believed that the same can be addressed using a right system where they can develop the business acumen and align the organisation with an end to end performance management chain .Hence we carried out a training program of The Balanced Score Card and found that there were many gaps in the performance management chain . Afterwards, the entire organisation had a clear idea and it helped them establish the right measures. As a result, the organisation is now strategy focussed

The post Case of Balanced Score Card Design and Implementation appeared first on QICPL.

This case study scenario is designed to help students and younger engineers build business problem-solving skills through engineering scenarios. While created to mimic real-life situations, this scenario is hypothetical and for educational purposes only.

Scenario

Our client is one of the world’s largest pharmaceutical companies. Based in the US, the client has a wide range of successful products on the markets that include various drugs for erectile dysfunction, lowering blood cholesterol, anxiety disorders, anti-inflammatory drugs, antidepressants, etc. Currently, the client has only one product on the market for cancer treatment generating roughly $500M in annual sales. In the next 6-12 months, the client is planning on introducing a new cancer drug on the market. This particular drug, RFC-9000, will also be for cancer patients, and its target audience is oncologists. In this space, there is one major competitor for the client’s current cancer drug. RFC-9000 has already completed clinical trials and is currently awaiting approval from the FDA (the client is expecting FDA approval based upon the trial results). If this new drug is introduced this year, there will be no competition for at least one year. The current sales force includes 750 sales representatives who support the company’s cancer drug that is already on the market. To successfully introduce the new drug to the oncology market, the client will need to invest in expanding its sales division.

Figure 1: Flow Diagram Illustrating Process of Introducing Pharmaceutical Products to the Customer

The client’s intelligence has also suggested that a competitor might introduce a different drug that targets the same cancer within the next 3.5 years.

Your challenge

Your job, as an external consultant, is to help the client think through this problem:

Should the client invest money in expanding its sales force?

Key Points and Assumptions

1. The term of patent for a new drug is 20 years but most of that time period is spent in the FDA approval processes. Because of the patent, no generic versions of the drug are expected on the market.
2. Being first to market is extremely important to the new product’s success.
3. Cancer drugs are generally expensive but most of the “out-of-pocket” costs are covered by health insurance companies.
4. To sell cancer drugs to oncologists, experienced sales personnel with technical backgrounds will be required with ~6 months to recruit and train new employees.
5. FDA approval is not guaranteed; depending on this approval time, new employees might be on overhead until FDA approval is received.

The post Case Study for First Time Managers for a Clinical Research Company appeared first on QICPL.

1.The Customer:

The customer is one of the biggest automobile company headquartered in Germany and has worldwide presence. The company manufactures cars in small cars, mid size cars and luxury cars. The company owns three most prestigious brands and has a manufacturing plant in Chakan area near Pune in India. The company has a large IT and systems group which supports it’s worldwide IT infrastructure, supply chain and customer application. The IT group has more than 200 employees. The company has global licenses from SAP worldwide. The company has system architects , programmers, developers and network engineers based in Pune.

2.Industry Category:

Automobile : Manufacturer of Cars.

3.Executive Summary:

SAP system implemented at the client’s end was being upgraded . This was further to be customised based on the changed business environment. The company wanted to upgrade the system in order to support the new procurement process they introduced. The modules in SAP such as HANA and BI had to be implemented. The existing workforce needed training on the new version as the new version had very few expertise available. The company had all the necessary licenses, infrastructure but didn’t have the effective person from the principal who could deliver the training in the given budget. The company was looking for a cost effective yet very impactful and customised training which was specific to their need. Most of the training programs which were available had standardised contents and hence didn’t fit the client’s requirements.

4.Purpose of Project /Business Challenge:

The training need was to map the existing business need to the IT infrastructure present. Quantum has a team of expertise and associates who have been working on the given technology and had customised as well as consulted on the given technology. Quantum’s rigorous training needs assessment which included the understanding of the problem situation, discussion with the stakeholders, understanding the implementation path and the objectives of the training program.

5.Solution:

Quantum’s senior associate trainer studied the entire project and carried out in the following stages:

1. Detailed training needs assessment by:
   1. Understanding the existing system.
   2. Existing knowledge levels of the audience.
   3. Understanding the expectations of stakeholders.
   4. Doing the gap analysis.
   5. Defining the agenda of the proposed program of a 5 days course.
2. Designing the course outline:
   1. Defining the agenda.
   2. Customisation of the training material based on the needs.
   3. Designing the assignments and examples as per the client needs.
   4. Making the case studies .
3. Training Session was conducted as per the given and agreed agenda with the customisation. The training was carried out for 5 days full time. The program was delivered by the expert trainer from Quantum. The program had 70% + hands on practical sessions . The sessions had examples of supply chain of automotive industry and mapping the business needs of the company. The program had ample opportunity for the participants to practice the new version and get themselves familiar with the future development that they were supposed to do.

How did the training program help the participants meet their objective:

6. Benefits / Business Case:

The training was successfully conducted. The feedback by participants that was given was 4.35/5.0. The program was able to clear the doubts and make the participants be productive in a week’s time which otherwise was not possible. The participants had the competency to build an application for it’s internal customer’s needs. The list of the benefits are as follows:

1. Training feedback: 4.35/5.0.
2. Audience Size: 20
3. Quantum’s TAT in finding the right trainer : 2 business days.
4. TNA and execution: 2+5 days.
5. High level of customisation. 75% customised and 25% standardised content.
6. 85% higher productivity.
7. 20% reduction in escalations on system scalability and enhancement.
8. Development application was faster by 40%.
9. Cost saving by the company: 30%

The internal customers were very happy with Quantum’s indepth coverage of the training solution and was implemented effectively.

The post Case study on training of SAP HANA and SAP BI for a German MNC appeared first on QICPL.