Page 95 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes
All this time, the focus remained on getting new business and continuously developing
internal talent.
As Gold Smith emerged from 2002, they added several impressive names to their list of
customers. These included Aventis, Cendant, Sonoco, Hindustan Times, TVS, Kraft Foods,
EPSON, Toshiba and Mitsubishi.

2003 also saw them solidly entrenched in places like Tokyo where Soumendu
Mukhopadhyay made presentations to clients in Japanese. In Singapore, led by Vishaal
Gupta, they opened up prestigious new accounts like the Singapore Port Trust.

They also formed alliances with City Practitioners, founded by Tom Kozlowski, is a
leading consulting company that focuses on the financial sector. Clients include the who’s
who in banking from ABN Amro to Lloyds TSB.
In Chicago, they inked our partnership with Whittmanhart, a company founded by Bob
Bernard. Whittmanhart’s focus is on optimized business processes, effective organisational
alignment and practical application of existing or new technologies. Clients included
Harley-Davidson, Miller Brewing Company and many other respected names in the mid-
west and the eastern US.
Reinforcing the Leadership …
At Gold Smith, the leadership team also built up a solid leadership cadre that was destined
to take them to the next round of growth. Mr. Anil personally taught at the internal
leadership development programmes.
By 2003, Gold Smith had 90 internal faculty members who regularly taught newer Gold
Smith Minds as they joined the organisation. They had set up a vibrant group called
Culture & Competence (C2) that became the keystone of our learning organisation. It was
supported by a knowledge management initiative led by Cornell educated Raj Datta.
Under his leadership employees saw voluntary communities emerge, engage, create and
contribute.

Rejuvenating the Talent…
Unfazed by the turbulence outside, Gold Smith Minds took time off and celebrated Synfonia,
an annual cultural show coinciding with the founding day in August every year. Another
such event happened every January when the parking lot of their Hyderabad office was
cleared up, and families and friends descended to shoot hoops, play tambola, sing, dance
and be merry. These became “institutions within the institution” that added to new branches
and leaves, as Gold Smith rooted deeper.

According to Vipin Bagchi...
“We also become the youngest company to get assessed at SEICMM Level 3 by KPMG and
firmly put in place our journey towards CMM Level 5 assessment that was planned for
December 2003. In parallel, we paced the organisation on the people capability maturity
model framework from SEI, known as PCMM, and planned for assessment at Level 4 or
above by August 2003. August 12, 2003. KPMG assessed Gold Smith to be at Level 5 of
PCMM after a detailed survey covering 40% of all employees globally. This recorded
several firsts Gold Smith became the world’s youngest company ever to scale Level 5,
within 4 years of inception. It also became the first company ever to have all its global
centers assessed at Level 5 – earlier companies had presented only some of their locations
and did not qualify at a global level. In this historic achievement, we joined an elite club
of 7 companies across industries to be at PCMM level 5.
Contd...

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