OCBC, a major Singaporean bank, proactively sought to train 12,000 employees, especially those in non-IT roles, on cyber threat identification and mitigation. Using a 'design thinking' approach, a tailored training program with five online modules was developed, emphasizing topic-specific content and collaborative learning. The program, spanning multiple countries, received positive feedback on content and peer interactions, leading to further engagements for senior management training .Our principal, Marc Levingston, played a major role in this project.
Rwanda aimed to shift from an agrarian to a knowledge-based economy under the MDG objectives. We led key UN initiatives, including the National ID program and the formation of the Rwanda Development Board, Despite challenges such as tight timeframes, restricted budgets, and a knowledge gap, our innovative hybrid framework and focus on team bonding led to record-breaking achievements. Our efforts resulted in the fastest implementation of a National ID system globally, upskilled over 200 project managers, This contributed to Rwanda surparssing South Africa in becoming the second most competitive Nation in Africa. This iniativive also earned our principal, Sashi Sivam , significant recognition
A large not-for-profit organization identified disparities in team engagement and effectiveness across its locations due to a lack of psychological safety. This led to low engagement and underperformance. After implementing a targeted approach that included interviews, coaching, and workshops, the teams showed improved psychological safety and performance. The data-driven approach was appreciated by the executive team, and Dr. Peter Brace was instrumental in the project's success
Symantec's department of over 100 people adopted an Agile transformation to enhance its development processes using the Scrum framework. The transformation, tailored to Symantec's needs, emphasized collaboration transparency, and continuous improvement. The results were significant: teams adopted an Agile mindset, operational efficiency improved, and a product was delivered nearly a month ahead of schedule, all achieved in just 90 working days. Our principal, Naveen, played a pivotal role in the project's success.
South African corporations sought to quantify the value of their human resource investments, challenging the perception that HRM doesn't significantly impact the bottom line. Through workshops and in-depth analyses, we developed the HReffectSA program, enabling organizations to track and compare HR metrics. This program highlighted five strategic HR management areas, emphasizing the integral role of HR in business success. Our principal, Jan Vermeulen, was the mastermind behind the project's success
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