Scene: An Emergency Leadership Meeting at Locatonaa
Neha Mehta, CEO of Locatonaa, looked around the room at her senior leadership team. “We have big plans,” she said, her voice a mix of determination and frustration. “But somehow, we’re failing to execute them. Why aren’t we moving forward?”
Locatonaa, a fast-growing travel company in India, had a stellar reputation for customer service and innovative travel packages. But despite its outward success, cracks were forming within. Growth had stalled, team morale was low, and the company’s ambitious expansion strategy was floundering.
The tone of her voice conveyed a mixture of determination and frustration as she stated, “We have big plans.” On the other hand, we are unable to carry them out in any way. Why is it that we are not making progress?
In India, Locatonaa, a travel company that was rapidly expanding, had a stellar reputation for providing excellent customer service and developing innovative travel packages. However, in spite of its apparent success, cracks were beginning to appear within. The growth of the company had come to a standstill, the morale of the team was low, and the ambitious expansion strategy of the company was failing.
The Issue at Hand:
Several key issues emerged as a result of employee feedback and internal assessments, including the following:
1. The values that were emphasised by senior leadership, such as innovation, collaboration, and accountability, were not reflected in the day-to-day operations of the organisation. A cultural misalignment occurred.
2. Disconnect From Strategy: Although the leadership had well-defined objectives, frontline employees frequently lacked clarity regarding the ways in which their roles contributed to the achievement of these goals.
3. Low Engagement: A recent survey of employees revealed that only 48 percent of workers felt motivated while they were on the job, which is significantly lower than the industry benchmark of 70 percent.
4. Turnover Problems: The attrition rates had increased to 22%, and the majority of employees who left cited “lack of direction” and “poor team dynamics” as the reasons for their departure.
During an open and honest conversation, one manager summed it up as follows: “We keep talking about being innovative and customer-focused, but internally, we’re bogged down by silos and miscommunication.” It’s almost as if we’re all coming from different directions when we row.
Steps in the Quantum Group The Quantum Group, which is well-known for providing transformative business strategy consultations, was brought on board by Locatonaa after the company recognised the need for outside expertise. Quantum Group, which was led by Dr. Pratik P. SURANA, started off by conducting an in-depth investigation into the operations, culture, and strategic goals of Locatonaa.
During the first meeting that the leadership team and Dr. SURANA had together, Dr. SURANA stated, “We’re not just here to tweak a few processes.” “This is about establishing a culture in which strategy and execution are carried out in tandem with one another.”
The Method of Use:
The Problem:
Through employee feedback and internal assessments, several key issues emerged:
In a candid discussion, one manager summed it up: “We keep talking about being innovative and customer-focused, but internally, we’re bogged down by silos and miscommunication. It’s like we’re all rowing in different directions.”
Quantum Group Steps In:
Recognizing the need for outside expertise, Locatonaa engaged Quantum Group, known for its transformative business strategy consultations. Led by Dr. Pratik P. SURANA, Quantum Group began with a deep dive into Locatonaa’s operations, culture, and strategic goals.
“We’re not just here to tweak a few processes,” Dr. SURANA told the leadership team during their first meeting. “This is about creating a culture where strategy and execution go hand in hand.”
The Approach
Step 1: Diagnosing the Cultural Gap
Quantum Group conducted a series of focus groups, employee surveys, and leadership interviews. The findings were striking:
Dr. SURANA shared his insights with Neha: “You’ve got the vision, but your people don’t see how they fit into it. That’s not a strategy problem; that’s a culture problem.”
Step 2: Aligning Culture with Strategy
Quantum Group designed a business culture transformation program, focusing on three pillars:
Step 3: Strategy Execution Framework
With the cultural foundation in place, Quantum Group implemented a clear strategy execution framework:
In a follow-up meeting, one employee remarked: “This is the first time I feel like what I do actually matters. It’s exciting to see how my work contributes to the bigger picture.”
The Results:
Within six months, the transformation was evident:
Neha couldn’t hide her enthusiasm during a company-wide address: “Thanks to all of you and the guidance from Quantum Group, Locatonaa is back on track. We’re not just a travel company; we’re a movement. And we’re moving forward together.”
A Case Study in Transformation
Locatonaa’s success story illustrates the profound impact of aligning business culture with strategy. Dr. SURANA reflected on the journey: “Culture isn’t just a buzzword; it’s the engine that drives strategy. When you empower people and give them a clear direction, the results speak for themselves.”
Takeaway Statistics
Locatonaa’s transformation is a testament to the power of cultural alignment and strategic clarity. For companies struggling with similar challenges, this story is a beacon of hope and proof that the right guidance can turn vision into reality.
© Dr. Pratik P. SURANA (Ph.D.)
Quantum Group.
*Name of the client, places, and people have been changed for obvious reasons.
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