IDG forays into India, aims to improve its bottomline
Feb 18 2013 , Pune
“India is growing rapidly offering enormous business opportunity and we want to aggressively tap multinational companies in India as well as Indian large and global firms,” Stephen Bennett, chief executive officer, IDG, told Financial Chronicle. He said the Indian market is ready for the rich leadership development experience that IDG brings to the table with highly skilled trainers from the UK. IDG, which he founded in 2000, had trained till date senior management team with minimum sales revenues of $4 billion, he said.
“Our clients are generally major blue chip companies, often with global networks requiring global programmers,” he said. He said IDG creates sustainable and measurable change in individual and organisational behaviour that positively impact the bottom lines.
“Our leadership and performance programmes are all about developing talent and teams for companies to deliver tangible results,” Bennett said.
To start with, the 13-year-old consultancy, which opened its India office in Pune, will service the global requirements of some UK clients, such as multinational banks Barclays and HSBC, and pharmaceutical firm GlaxoSmithKline in India. “But we also want to tap large Indian companies who would like to explore some of the leadership concepts we have conceived and delivered across continents with tangible results,” Bennett said.
Last week, IDG conducted a taster programme in Pune for aspiring senior leaders from various companies such as SKF, TCS, Credit Suisse Group, TMTC, L&T Infotech, and Deutsche Bank India, among others. “We are overwhelmed with response to our leadership and performance oriented programme,” Riya Arora, director of operations for India-IDG told Financial Chronicle. The fees of the IDG programmes specifically tailored for individual companies depending on their specific needs ranges from Rs 1 lakh to Rs 2 lakh per consultant engaged in the training from IDG. “On an average, IDG deputes one consultant for 6-8 participants from a large company,” Arora said.
She said IDG has also organised a taster programme for several large companies in Mumbai in April-May in association with Society of Human Resources Management and National HRD Network, Delhi.
“We offer an extensive range of tailored leadership and team development programmes centred on the unique proposition of combining leadership, followership and partnership expertise,” Bennett said.
He said these programmes are always practical and set in the context of commercial reality. For this, IDG has developed a range of measurement tools to assess the positive return on investment, Bennett said. He said at present IDG works with blue chip companies in more than 20 countries helping them to resolve complex development issues which have a significant impact on bottom line performance.
“Our leadership lessons are born out of our unique partnering agreement with the UK’s Royal Military Academy Sand Hurst, which has been preparing people for senior leadership positions for over 200 years, and recognised as one of the pre-eminent leadership institutions in the world,” Bennett said.
He said in the last 12 months, IDG has carried out programmes in India, USA, UAE, Singapore, Lithuania, South Africa, Hong Kong and Europe.