Case Studies

Real Stories, Real Impact: Transformative Success in Action.

Case Studies

Dot McKelvy - Vice President, Global Talent, PMI, USA

“Thank you all for a very fulfilling program experience! Superb facilitation, moderating, and content.”

Sunil Prashara - Former CEO, PMI, USA

“Amidst PMI’s reconfiguration, the pandemic struck, exacerbating the anxiety and stress already present due to multiple change programs and workplace uncertainties. The IMF Mindset Transformation Program played a pivotal role in fostering greater engagement and cohesion throughout PMI, supporting the organization transformation work not only persevere but accelerate. As a unified team, we successfully completed a comprehensive overhaul of PMI operations in three years, surpassing the original five-year plan. Motivated by the challenges posed by Covid-19, strong leadership, and the invaluable integration and support of the IMF Mindset Transformation Program, we were able to address, leadership, employee and organization needs, and achieve remarkable success.“

Project Management Institute (PMI)

Project: Transition and Change Management

Analog to Digital Transformation PMI 3.0

Industry: Professional Development & Education

Challenge: Accelerate the shift from analog to digital while fostering team unity and inspiring a shared vision, using digital technology to revolutionise customer value delivery. This transformation, from 1.0 to 3.0, wasn’t just about upgrading digitally; it was a quantum leap that occurred amidst the COVID-19 pandemic, demanding a resilient and adaptable mindset, fortitude, and flexibility amidst unprecedented emotional, mental and personal strain.

Solution: Support employees across six continents during periods of high stress, exponential growth, and innovation, providing comprehensive assistance to navigate the challenges and opportunities of the digital transformation journey.

Outcomes:

During this high-stress period, we enhanced employee wellbeing by 18.38% in just 8 weeks, and 28.73% in 12 weeks, while establishing a foundation for employees to thrive.
Employee engagement improved by 16.35% in just 8 weeks through the optimisation of mindset, workplace interactions and communication strategies, and more than doubled in 12 weeks.
100% of participants with risk of mental health issues moved to higher levels of wellbeing.
Employees cultivated meaningful relationships, honed collaboration skills, and united under a shared purpose, fostering enhanced organisational cohesiveness and an innovative mindset prepared for rapid change.

Key Takeaways: Employees rally together and commit to others’ success and shared goals when one creates a culture infused with wellbeing, openness, shared purpose, strong leadership, vulnerability, and inclusivity.

Key Features:

Tailored support programs for employees during transitions.
Implementation of innovative wellbeing initiatives.
Cultivation of a culture of openness and inclusivity.

Mindset and Behavioural Shifts

Shift towards Wellbeing Focus:
- Mindset Shift: Employees began prioritising their wellbeing amidst the high-stress transition period.
- Behavioural Shift: Active engagement in the program and initiatives aimed at improving overall wellbeing.
Adaptation to Change:
- Mindset Shift: Employees embraced the transition from analog to digital with resilience and openness.
- Behavioural Shift: Demonstrated willingness to adapt to new technologies and processes, fostering innovation within the organisation.
Increased Collaboration and Cohesion:
- Mindset Shift: Employees recognised the importance of unity and teamwork in achieving shared goals.
- Behavioural Shift: Building of meaningful relationships and a greater sense of organisational cohesiveness, leading to improved collaboration and synergy within teams.
Embracing Openness and Vulnerability:
- Mindset Shift: Employees understood the value of openness and vulnerability in fostering a supportive work environment.
- Behavioural Shift: Active participated in creating a culture of openness and inclusivity, where individuals felt comfortable sharing their challenges and seeking support from their peers.
Gratitude and Appreciation:
- Mindset Shift: Employees developed a sense of gratitude and appreciation for the support provided during the transition.
- Behavioural Shift: Participants expressed gratitude through testimonials, focus groups, and individual feedback sessions, fostering a positive and supportive organisational culture.

Note: Data was collected using an internationally recognised Positive Wellbeing scale used to evaluate projects, programs, and interventions aimed at enhancing overall wellbeing. It facilitates a deeper understanding of wellbeing at both individual and organisational levels.

The scale evaluates positive action and change by covering key aspects of psychological functioning, including optimism, autonomy, agency, curiosity, clarity of thought, and positive relationships, as well as positive affect.

In addition, qualitative data was gathered through one-on-one interviews, focus groups, and leadership feedback collected by our team and PMI HR.

NIIF, India

National India Infrastructure Fund

Title: Vision and Strategic Thinking

Aligning Values and Enhancing Leadership and Team Cohesion Across NIIF.

Client: NIIF (National Investment and Infrastructure Fund)

Industry: Sovereign Fund Infrastructure Investments

Challenge:

Create greater alignment between leadership and employees, and address noticeable gaps between employee perceptions and the organization’s core values. Understand and tackle the challenges posed by the geographical dispersion of teams across Mumbai, Delhi, and other locations, which impact leadership effectiveness, overall team cohesion, and productivity.

A comprehensive engagement strategy was implemented, focused on:

Leadership: Direct engagement with leaders to ensure they were aware of and committed to addressing the challenges. Interactive sessions were held in both Mumbai and Delhi offices to highlight and address challenges, identifying specific areas for improvement in team alignment.
Values Assessment: A thorough assessment was conducted to identify and address challenges employees were facing and to bridge perception gaps between employees and NIIF’s core values.
Group Coaching: An intensive group coaching session was organized during the NIIF Goa offsite, where leaders and employees alike were divided into groups to address the main challenges identified by the company, following a democratic approach. Accountability mechanisms were implemented to address the identified gaps and achieve the agreed-upon goals.
Management Follow-Up: Ongoing follow-up sessions with management ensured alignment, with detailed reporting and strategic planning for sustained change.

Outcomes:

Improved Alignment: There was a notable increase in alignment between the teams’ operations and the organizational core values.
Enhanced Cohesion: The initiative led to improved interpersonal relations and teamwork across geographical locations, particularly between the Mumbai and Delhi offices.
Accountability and Continuous Improvement: Follow-up sessions helped institutionalize the changes, ensuring that improvements were maintained and adapted as needed.

Key Takeaways:

Structured Engagement: Proactively addressing alignment challenges through structured and direct engagement can significantly enhance team cohesion.
Values Integration: Regular reassessment and realignment of employees’ perceptions with organizational values are crucial for maintaining an effective workforce.
Leadership Involvement: Continuous involvement and commitment from management are essential for the success of alignment initiatives.

Key Features:

Bespoke Workshops: Tailored sessions addressing specific local challenges and dynamics.
Values Reassessment Tools: Tools and methodologies developed to regularly assess and align employee perceptions with core values.
Accountability Frameworks: Establishment of clear accountability frameworks during the Goa offsite, fostering a culture of responsibility and continuous improvement.

Mindset Shifts:

From Siloed to Integrated Thinking:
- Before: Employees and management may have operated in isolation, focused primarily on local office dynamics without a broader sense of unity.
- After: There was a shift towards seeing the organization as a cohesive unit, understanding how individual actions contribute to collective goals.
From Resistance to Values Alignment:
- Before: There might have been skepticism or a lack of understanding regarding the organization’s core values among employees.
- After: Employees began to internalize and appreciate these core values, recognizing their relevance and importance to their daily roles and the overall mission of NIIF.
From Individualism to Team Accountability:
- Before: Individual employees might have prioritized personal success or immediate team goals without much regard for cross-office or organizational objectives.
- After: There was a greater emphasis on mutual accountability and the role of each team member in achieving common objectives, fostering a more collaborative environment.

Behavioural Shifts

Increased Engagement in Dialogue and Feedback:
- Before: Communication gaps between different levels and locations within the organization likely hindered effective dialogue.
- After: Active participation in sessions designed to address and bridge these gaps indicated a behavioral turn towards open communication and continuous feedback.
Proactive Participation in Alignment Activities:
- Before: Employees may have been passive recipients of company policies or directives.
- After: They actively engaged in workshops and coaching sessions, contributing ideas and committing to personal and team development aligned with organizational values.
Follow-Through on Commitments:
- Before: There may have been inconsistencies in how decisions and strategies were implemented across different offices.
- After: Regular follow-up meetings and accountability frameworks ensured that commitments made during the offsite and other engagements were adhered to, demonstrating a behavioural shift towards consistency and reliability.

These mindset and behavioural shifts collectively contributed to enhanced team cohesion and alignment with the organization’s core values, ultimately supporting NIIF’s goals of improved infrastructure investment outcomes. This transformation also likely led to a more inclusive, engaged, and responsive organisational culture

Dinesh Dayal - Former COO - L'Oreal, Mumbai & Paris

“Now fearless, my mind has become more alert and calm. I have experienced a significant improvement in my mental focus, memory, life and leadership skills. I have developed better judgement, become more discerning, have greater confidence, and am quite happy to accept the uncertainty and impermanence of life.”

Rajat Sabharwal - MD, Head of Equities - Credit Suisse, India

“Given the high levels of stress prevalent in modern corporate life, the Retreat offered a comprehensive understanding and expertise in holistic wellbeing, and personal growth. Moreover, the practices learned are tailored for everyday individuals, aiming to promote better health, mental focus and clarity, and resilient living.”

Nilanjan Mukherjee - Former CEO - Reliance Communication, India

“Absolutely Amazing! The experience is customized, and if one is remotely serious, then the possibilities of unlocking the powers of your mind, unfurl beautifully.”

Nurturing Leadership Excellence

Project : The Over-Stretched CEO

A Mindfulness and Self-Reflection Retreat

Client: C-Suite Leaders

Industry: Cross-Industry

Challenge:

Top executives from various sectors face relentless demands and pressures that often detract from personal growth and organisational vision. The challenge was to facilitate a transformational experience that would allow these leaders to detach from the rigours of daily corporate life, engage deeply with their inner selves, and refine their leadership approach in alignment with broader personal and professional aspirations.

Solution:

A meticulously designed weekend retreat provided a serene sanctuary conducive to mindfulness and self-reflection. This retreat guided participants through a holistic journey, focusing on key aspects of their lives, careers, and relationships.

Outcomes:

Enhanced Self-Awareness: Leaders reported a significant increase in self-awareness, which enabled more empathetic and effective leadership.
Strengthened Relationships: The retreat facilitated deepened interactions and bonds among C-suite leaders, creating a forum for them to engage openly and reflect on profound topics. This encouraged the development of a supportive network of peers, essential for sustained personal and professional growth.
Strategic Clarity: The retreat provided clarity of vision, helping leaders align their personal values with their professional objectives, which in turn enhanced their ability to drive systemic change within their organisations.

Key Takeaways:

The Power of Detachment: Stepping away from the daily grind is essential for meaningful self-reflection and effective leadership.
Community of Transformation: Leaders are more likely to commit to personal and professional growth when part of a supportive network that encourages openness and vulnerability.
Sustainability of Change: Continued engagement and follow-up post-retreat are critical in cementing the insights gained and fostering sustainable change.

Key Features:

Holistic Retreat Design: A well-rounded program that balances individual reflection with collective sharing and learning.
Expert Facilitation: Guidance by seasoned mindfulness and leadership development professionals.
Supportive Environment: A nurturing setting that emphasises tranquility and promotes focused introspection.

Mindset Shifts:

1. From Isolation to Connection:

Before: Leaders may have felt isolated in their roles, focusing primarily on their individual responsibilities.
After: They embraced a mindset of connection, recognising the value of building relationships with their peers and actively seeking opportunities to collaborate and support each others.

2. From Fixed to Growth Mindset:

Before: Some leaders may have been resistant to change or self-reflection, sticking to familiar ways of thinking and leading.
After: They embraced a growth mindset, seeing challenges as opportunities for learning and development, and actively seeking out new perspectives to enhance their leadership approach.

Behavioural Shifts:

1. Increased Openness and Vulnerability:

Before: Interactions among C-suite leaders may have been guarded or superficial.
After: There was a noticeable increase in openness and vulnerability, with leaders sharing personal experiences and challenges more freely, fostering deeper connections and trust.

2. Active Listening and Empathetic Engagement:

Before: Discussions among leaders may have been dominated by asserting one’s own views or agenda.
After: Leaders demonstrated a greater capacity for active listening and empathetic engagement, genuinely seeking to understand and support their peers, leading to more meaningful and productive conversations.

3. Commitment to Continuous Learning and Development:

Before: Some leaders may have been complacent or resistant to investing time in their personal growth.
After: There was a visible commitment to ongoing learning and development, with leaders actively seeking out opportunities for self-improvement and skill enhancement, both individually and collectively.

These mindset and behavioural shifts collectively contributed to a more cohesive and supportive C-suite leadership community, better equipped to navigate complex challenges and drive positive change within their organizations and beyond.

Wanda Void - Participant

“This experience is going to benefit me for years to come. I am way more resilient and view challenges and problem solving from a totally different lens.”

Renee Thuard - Teacher

“The training program was a tremendous challenge, as well as a fantastic journey! The entire team supported our inner growth with immense dedication. Each session was highly supportive and open. I am now committed to my wellbeing every single day!”

The Inner Mastery Formula

Case Studies

Case Studies

Dot McKelvy - Vice President, Global Talent, PMI, USA

Sunil Prashara - Former CEO, PMI, USA

Project Management Institute (PMI)

NIIF, India

National India Infrastructure Fund

Challenge:

Outcomes:

Key Takeaways:

Key Features:

Mindset Shifts:

Behavioural Shifts

Dinesh Dayal - Former COO - L'Oreal, Mumbai & Paris

Rajat Sabharwal - MD, Head of Equities - Credit Suisse, India

Nilanjan Mukherjee - Former CEO - Reliance Communication, India

Nurturing Leadership Excellence

Challenge:

Wanda Void - Participant

Renee Thuard - Teacher

Our Global Community

IIWE - The Institute of Inner Wellbeing & Excellence

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