Infrastructure asset-management companyMalaysia · 2013–2015
Business process transformation: from 374 voices to validated savings
RM 13,300+ saved per work order
Low process maturity, paper-heavy operations and no shared view of where revenue, cost and cash were leaking.
What we did
- Discovery with input from 374 employees, clients and suppliers (BPM maturity assessment and interviews)
- Balanced-scorecard focus areas and top-5 priority projects with a board-reviewed cost-benefit case
- Phase 2: operational-excellence and client-acquisition projects run through a war-room cadence
- Automated tender and pricing model; CRM and project-monitoring workflow prototyped
Outcomes
- RM 13,300+ saving per work order, validated by Finance and project teams
- 2.5–3 hours saved per day on each pavement and traffic work order
- Tender and pricing teams across the group trained on the automated pricing model
- A replicable method for roll-out across regions and sister companies
Arpitha Associates engagement
Specialty-ingredients manufacturerIndia & APAC · 2013–2017
Journey to excellence: process, capability and culture together
57 leaders certified
Linear growth, siloed decisions, limited knowledge management and a numbers-only focus.
What we did
- Business process discovery with 209 stakeholder inputs, APQC process classification and maturity assessment
- Vision and values alignment from CXOs to operators; leadership assessments and coaching
- Lean Six Sigma and project-management training with live projects
- Competency framework and mapping across the organization
Outcomes
- Five enterprise priorities agreed from the evidence
- 57 leaders and managers certified (Lean Six Sigma Green/Black Belt, PMP)
- Processes mapped to the APQC Process Classification Framework
- Growth to 4 new locations and 250+ more people during the engagement
Arpitha Associates engagement
Value-fashion retail format of a retail groupIndia & UAE · 2017–2018
Sourcing strategy from fabric to garment
New opportunity-buying model
A low-price format for Tier 2–4 markets needed back-end efficiency to protect margins.
What we did
- 5D engagement: discovery of sourcing leakages and customer buying patterns
- Opportunity-buying model and supply-chain redesign (procurement, warehousing, logistics)
- Business maturity model, competency mapping, Lean Six Sigma and project management
Outcomes
- A new business model for opportunity buying
- Clearly defined, competency-mapped business processes
- A supply chain and team ready for large-scale expansion
Global healthcare-technology companyIndia · 2019
A learning and development landscape built on evidence
Board-approved L&D landscape
Learning needs varied by role, location and function, without a data-backed view.
What we did
- Quantitative and qualitative assessment: surveys, interviews and focus groups
- Advanced statistics and modelling by role, location, experience and function
- Global benchmarking and a proposal to the board of directors
Outcomes
- New learning and development landscape implemented
- Department-wise recommendations connected to global learning models
Financial-services firmIndia · 2012–2013
Operating model and process discipline for a growing firm
Operating model for growth
Rapid growth without a clear business model, process maps or competency framework.
What we did
- Vision, values, mission and beliefs
- Business process management with APQC classification and a technology revamp
- Lean Six Sigma, COPC, agile and project-management methods; coaching
Outcomes
- Clearly articulated business model, process maps and departmental goals
- Competency mapping, development and measurement in place
- Recognized among the leaders in its segment
Gifting & e-commerce companyIndia · 2012
Organization development and process discovery
Process discovery and leader development
Growing fast without defined processes or leadership bench.
What we did
- Business process and systems discovery with project execution
- Leader-development workshops and belongingness-inventory research
Outcomes
- Defined processes and a developing leadership bench
Engineering & construction groupMalaysia · 2013–2016
Leadership pipeline, PMO and value-added projects at group scale
RM 165M a year in savings
A leadership pipeline not ready for larger projects and senior roles; process and operational losses.
What we did
- Business process and systems discovery across the organization
- Project Management Professional (PMP) certification for senior managers, including the MD
- Project-management office set-up for the top 20 business-critical projects
- Culture of performance excellence and leadership development for project teams
Outcomes
- RM 500M+ a year of value-added projects identified
- RM 165M a year in savings reported by the program
- 100+ future leaders developed and coached
- Top 20 business-critical projects supported through the PMO
Arpitha Associates engagement
Global technology company (as Global VP)Worldwide · 2010
One process-improvement method for a global organization
Unified global improvement method
Multiple improvement methods across regions and business units.
What we did
- Consolidated a single, unified process-improvement methodology
- Lean Six Sigma Black Belt training and certification for business, operations and quality managers in Costa Rica, Mexico, Poland and India
Outcomes
- A unified methodology adopted across the organization
- Certified Black Belts across four countries
National highway projectIndonesia · 2014–2015
Performance excellence for a major highway project
Major highway project
Aligning a large project organization on quality, pace and accountability.
What we did
- Culture of performance excellence program for project leadership and teams
Outcomes
- Shared performance language across one of Indonesia’s largest highway projects
Arpitha Associates engagement
Diversified listed conglomerateSri Lanka · Group program
High-vision, high-value leadership that pays back
LKR 240M added to the bottom line
Leadership pipeline, business acumen and decision-making needed to keep pace with growth.
What we did
- Four-phase leadership program for 139 leaders
- Gap analysis: intention–action, action–perception, perception–expectation
- Value-added projects driven by the participants
- One-to-one coaching with value-profile instruments
Outcomes
- LKR 240M added to the bottom line
- Value-added projects paid back in under 24 months
- Leadership style shifted from directive to developmental and empowering
Arpitha Associates engagement
National power utilityMalaysia · 2014 onwards
A culture of performance excellence across the value chain
A decade-long leadership partnership
Aligning regional and general managers across transmission, distribution and generation.
What we did
- Top-leadership development across three business units
- Vision, values and business-acumen programs for regional and general managers
Outcomes
- A decade-long leadership partnership
- Shared vision and values language across business units
Arpitha Associates engagement
Global automakerUSA · Group program
A global leadership-development framework for a turnaround
Global leadership framework
Silo mentality and firefighting during a downturn; development left to chance.
What we did
- Global training-needs assessment by leadership level (focus groups, surveys, interviews)
- Six leadership themes linked to the new CEO’s culture and behaviours
- Program design, pilot and global roll-out with tracked metrics
Outcomes
- Stronger bench strength and faster readiness for promotion
- More networking and collaboration across functions and regions
- Direct input into joint ventures, emerging-market plans and product launches
Arpitha Associates engagement
Technology services firmIndia · 2014–2015
Building a future-ready organization
Future-ready organization
Scaling people, process and culture together.
What we did
- Leadership assessments, workshops and coaching
- People, process, technology and belongingness diagnostics
Outcomes
- A performance-excellence culture and future-readiness plan
Leading paints & coatings companyIndia · 2020
Design thinking to execution
Design thinking to execution
Turning creativity workshops into implemented ideas.
What we did
- Structured journey from empathy and problem framing through ideation, prototyping and testing
Outcomes
- Ideas taken to prototype and roll-out plans
Global IT services companyIndia · Workshop
Systems thinking for managers
Two-day systems thinking workshop
Moving from event-driven firefighting to systems-level problem solving.
What we did
- Two-day systems-thinking workshop: causal loops, quality by design, root-cause and consensus tools
Outcomes
- Managers equipped with systems and problem-solving tools for live issues
International Business Management (IBM) program, University of PortsmouthLondon campus, UK · Workshop
Innovation and commercialization
Innovation & commercialization workshop
Connecting innovation theory to business models and market execution.
What we did
- Innovation strategy, frugal and disruptive models, intellectual property, business models and commercialization
Outcomes
- Students applied commercialization frameworks to real ventures
GridMatsIndia · 2019 onwards
Circular-material infrastructure, from patent to 49 projects
₹40+ crore revenue; 49 projects
Turning a waste-material insight into a commercial infrastructure product.
What we did
- Patented recycled-polypropylene system for roads, industrial yards, logistics, aviation and public spaces
- Full commercial cycle: solution design, costing, delivery oversight and quality review
- High-load application at a major Indian airport
Outcomes
- ₹40+ crore cumulative revenue over six years
- 49 projects in the last three years
- Deployed across roads, industrial yards, logistics and aviation
PotHoleRajaIndia · 30+ cities · 2016 onwards
A citizen-led road-safety movement at national scale
40,000+ potholes across 30+ cities
Potholes and unsafe roads, with fragmented ownership between agencies, companies and citizens.
What we did
- CSR, public-private-people partnership models
- Corporate employee volunteering with multinational companies
- Eco-conscious repair methods and road-safety education
Outcomes
- 40,000+ potholes fixed across 30+ cities
- 25,000+ volunteers and 15,000+ children engaged in road safety
- US$4M+ raised for CSR road-safety interventions
Outcomes are as recorded in project closure reports, program case studies and client documents. Figures are case-specific and indicative, not guarantees of future results. Engagements marked “Arpitha Associates engagement” were delivered with Arpitha Associates, where Dr. Prathap is a Partner.
