Trinity Finance’s Sales Organization and Sales Approach (B): Change Management and Behavioral Challenges
May 16th 2016 was an eye-opener day for Trinity Finance Ltd. (Trinity), one of the leading Non-Banking Financial Companies (NBFCs) of India. Gautam Narang (Gautam), the consultant from Photon Consulting, hired by Trinity to analyze the reasons behind company’s declining market share and to find a solution to the problem, made a presentation to the Leadership Team (LT) of Trinity. At the end of the presentation, Gautam listed the six areas of improvement for the company. After having deliberated deeply and pondering over the interconnectedness of the six areas, the LT decided the following to be the sequencing of interventions through its ‘RACE’ (Radical Approach to Customer Engagement) initiative:
• Change Management
• Identifying the Appropriate Leadership Style
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Trinity: Diagnosing the Need for Organization-wide Change
Trinity, like any other financial services firm, was a sales driven organization, wherein 65% of the employee strength comprised of sales personnel. Sunil Kapoor, the Chief Sales Officer (CSO) headed a team of nearly 16,000 sales personnel (Exhibit I) who were at the heart of the envisaged organization-wide initiative.............
Designing and Delivering Change: Behavioral Challenges?
The LT members started developing a change management program and considering the differences between Trinity and its competitors, it was concluded that change had to be effected in areas pertaining to the sales function. For instance, at Trinity, while the average age of the sales staff was high, the performance was low. Similarly, while Trinity was a top-heavy sales organization............
Assignment Questions
I. Do you think Trinity should undergo a ‘change’ to align itself with the organizational goal of ‘RACE’?
II. .............
Exhibits
Exhibit I: Trinity’s Sales Force Hierarchy
Exhibit II: Trinity’s Long-standing Employees
Exhibit III: Designation Hierarchy at Trinity