MTI Newsletter

Current projects of
MACHWÜRTH TEAM INTERNATIONAL
Organisational and Personnel Development

Impact of global training designs on India

Countries in Asia have always been hungry for new ideas and in- Vincent Schoon
novative approaches to further develop themselves, whether in Managing Director
(MTI) ASIEN Pte. Ltd.;
the area of manufacturing, services or people development. The
Singapur
late 80’s and the entire 90’s saw organisations investing heavily
in training initiatives which bore the imprint of renowned man- MACHWÜRTH TEAM
agement gurus. INTERNATIONAL

more attuned to a development

Some organisations…
…and their staff were privileged
to actually have these gurus de-
liver or facilitate workshops for
them; others had to make do
with franchise organisations fa-
cilitating on behalf of the license
owners. However these pro-
grammes served a purpose,
people were receiving training
and development, new ideas
were being learnt and some-
times implemented, a degree of
motivation amongst the staff
were observed. The dawn of the
millennium has seen some very
radical changes in the mindset
of individuals, especially in their
views on how individuals and
teams should be developed in
organisations. The word Team
started to be used more fre-
quently, sales units began to
adopt the term Team Selling,
gone were the days of an indi-
vidual salesperson trudging on
his own from appointment to
appointment. Team Targets re-
placed individual targets, more
efficient use of resources, top
salespeople helping the mid and
low performer, all for the better-
ment and glory of the team!
Teams started to make sure that
correct implementation was car-
ried out… In short, the mainte-
nance of skills and knowledge
learnt were being measured.
Where did this phenomenon
derive from?
Did it suddenly appear or was it
there all along but nobody was
paying attention to its presence.
I guess a little of both. Having
worked and managed a large
team of salespeople in Canada,
I would admit that Team Selling
and Leadership dimensions
have always been part of the
fabric of organisations there.
Situational leadership was al-
ways the core of a managers
DNA, young talents although not
termed as such, or talent pools
or pods as they are known now,
existed then. Mentoring pro-
grammes were and still is a sta-
ple diet in North American or-
ganisations as they are in Euro-
pean and German companies.
So what has all of this to do with
Asia or India in particular? A lot
actually.
In the last 6 years…
…there has been an explosion
of new ideas and approaches to
how people in organisations
ought to be developed. Learning
and Development is how we de-
scribe training now although
training is still the activity to
transfer new skills and ideas.
Power point presentations have
been replaced by meta plan ap-
proaches especially from Ger-
man Learning and Development
organisations. Companies are
process for their staff instead of
2 or 3 day workshops, now
termed as ‘events’, which or-
ganisations are not to keen to
invest in. Customisation and cul-
tural adaptation is crucial before
a process begins, making re-
search and joint customer visits
with participants customary. All
this has led to an MTI’s cus-
tomers wanting to share their
experiences as they believe
they have a voice in the out-
come of the training, and rightly
so.
New buzz words like value
propositions and business en-
ablers (instead of salesperson)
are currently being used by or-
ganisations. Competencies are
now being validated via As-
sessment Centre activities, al-
though organisations like Tata
have had these in place for
sometime, they certainly not be-
ing the norm. The impact has
been felt more by Indian em-
ployees working for foreign or-
ganisations, mostly European.
MTI as a training resource has
been getting excellent reviews
from the organizations we have
collaborated with, developing
content jointly, validating content
via test workshops with the
managers and delivering them
in a structured yet fun environ-
ment.

MACHWÜRTH TEAM INTERNATIONAL • Dohrmanns Horst 19 • D-27374 Visselhövede

Phone: +49 (0) 42 62 / 93 12 - 0 • Fax: +49 (0) 42 62 / 38 12
Email: info@mwteam.com • Internet: www.mticonsultancy.com
MTI Newsletter
Current projects of
MACHWÜRTH TEAM INTERNATIONAL
Organisational and Personnel Development
Evidence from some of the
feedback as follows:
ƒ Things were put in a very
systematic and in a practical
manner
ƒ It has a made a difference in
the way I think!
ƒ We need these worshops….
Maybe once yearly.
ƒ Excellent coaching and
simulations
ƒ We like the frank and honest
feedback from the facilitator
from each session.
The above extracted form a
large list of feedback via work-
shop evaluations.
At this juncture,…
…allow us to speak a little bit
about our customers in India.
MTI has collaborated with DMG
Gildemeister to help develop
their people via sales work-
shops, Leadership for talent
pool development. Service
managers and technicians were
also involved in creating a ser-
vice culture in line with their cus-
tomers expectations. The bane
of every transformation exercise
is in the maintenance and per-
petuation of what was learnt.
Here again, structured imple-
mentation exercises were cre-
ated so that managers could
continue the monitoring process.
Our collaboration with DMG will
continue with a Strategy Work-
shop slated for the Q4.
MTI is not a training organiza-
tion geared towards being a
product specialist. We know and
can relate to people, who are
the backbone of any organiza-
tion. With Carl Zeiss India, an
exciting initiative for Managing
and Monitoring Channels effec-
tively rolls out in November;
gradually culminating over 4
modules in March/April 2011.
MACHWÜRTH TEAM INTERNATIONAL • Dohrmanns Horst 19 • D-27374 Visselhövede
Phone: +49 (0) 42 62 / 93 12 - 0 • Fax: +49 (0) 42 62 / 38 12
Email: info@mwteam.com • Internet: www.mticonsultancy.com
There is no “instant fix” where doubt on the cusp of rapid
MTI is concerned, Channels are change in how people should be
not created overnight, surely the developed…. All this makes for
managing of it should follow suit. very exciting challenges in the
short to medium term.
The recently concluded strategy
workshop for managers at
Magna Steyr India was an ex- MTI
cellent platform for managers to
plan, present and seek affirma-
tion for their strategies for fiscal
2009/2010. Again the planning
for this workshop was an exam-
ple of acute collaboration be-
tween MTI and Magna Senior
management, to ensure their vi-
sion and expectations are com-
municated correctly.
MTI`s aim…
…is to provide quarterly updates
about our progress and related
activities with organizations in
India. This will be communicated
via our website
www.mticonsultancy.com
The underlying question then is,
What impact has MTI as a
Learning and Development or-
ganisation had on Indian organi-
sations? Not as much yet. How
will it change? Indian organisa-
tions are slowly being exposed
to new process approaches via
local consultant companies col-
laborating with foreign learning
and development organisations.
Machwuerth Team International
(MTI) is an example. We have
been collaborating with At-
yaasaa Consultancy, a very re-
sourceful and exciting Indian
training consultancy for the past
6 years and have every intention
of continuing this excellent as-
sociation. With over 20 years
experience collaborating with
their customers, MTI is able to
make available their large global
resources and cutting edge ap-
proaches to people develop-
ment always mindful mind you
of the cultural sensitivities of the
participants. India is without