ORGANISATION NARRATIVE

Nature of Business

We operate at the bountiful crossroads of the State-of-the-Art in Artificial Intelligence, Digital

Technologies, Analytics, Neuroleadership, People Systems and Applied Behavioural Sciences,
enabling us to co-create and deploy bespoke Business Management solutions, perfect for
organisations, schools and MSMEs

Purpose
Our enterprise Purpose is to help organisations and schools Grow and Change, by helping their
organisational members display behaviours that multiply their own potential, exponentially
orbit shift their teams performance and enable them to become more effective human beings

Corporate Structure
We are organised as 4 legal entities. Each entity handling one of the Lines of Business (MSME,
Schools, Corporate). The fourth entity is the Overseas arm for all of the lines of business. Each
legal entity has a dedicated Business Head in charge of developing and operating the line of
business. Each legal entity is registered as a Private Limited company and Directors

How are we organised?

Our Products and Services

We have developed 2 product lines and 1 service line, to deliver our purpose. Our products
are based on an indigeniously developed technology which we have branded – Aploz
Technology.

Aploz is an exciting concoction of Social Learning, Positive Psychology, Digital technology,

Gamification and Neuroleadership. Aploz Technology has been deployed in two Product
Lines.

1) The School Suite. This range of products are aimed at shaping behaviours of School Children
by involving and engaging the entire ecosystem around them viz – Teachers, Parents, Staff
and Non-teaching Staff. The emphasis on Values based behaviours and the product has
components like Story Telling, Lego SeriousPlay etc. which are aligned and mapped to the
curriculum and development stage of schools.

2) The Corporate Suite. This range of products are aimed at shaping behaviours and designing
real time interventions for Corporate employees. Our product is a six in one solution that
combines the benefits of Behavioural Assessments, 360 degree Peer Feedback, Micro
Learning, Big Data Analytics, Instant Reward and Recognition in a Fun, Gamified environment.
It can be used as an intervention, a diagnostic tool and also as an input to design interventions.
We also have a service portfolio that is based on our OD knowhow

3) MSME Consulting. This service has an extensive behaviour focus, develops and deploys
bespoke easy to use Technology, Story telling , Lego Seriousplay and Neuroleadership science.

These services are offered under two brand identities. I360 academy – focussed on operating
academy style programs for Micro and Small enterprises. These programs are classroom
interventions or onsite interventions to help MSMEs grow and achieve their objectives. The plan
is to run branded programs that equip owners and key personnel to become better leaders.
In the future we intend to offer certifications and approved programs, cobranded with the
Make In India program.

i360 OD Consulting – focussed on Medium to Large enterprises for large interventions and
branded programs like Corporate Story Telling
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Each of our LOBs(Lines of Business) are intended to support each other and there exists
considerable synergy in infrastructure, product and knowhow. The target customer segment is
different for each one.

Our first approach is to build used cases in all LOBs (Lines of Business), primarily generated
through Alum networks and Acquaintances, while simultaneously building on the product
features and its applications, based on feedback and experience with clients.

Events Chronicle

October 2017 to March 2019

We commenced our work first as a 2 person and then a 3 person start up focussed on OD
consulting. We worked with an International Leadership network of 5000 members on a values
cascade exercise, then with a US based NGO working with slumdwellers in Dharavi and
Santacruz on a Organisation Culture project, a UNDP funded project with TISS on Student Skills
Development for 10,000+ students in rural India, a Values instilling exercise for a group of
Cambridge Schools in Hyderabad, A natural fruit juices export unit, an upmarket School in
South Mumbai, A luxury retail organisation based in Dubai and so on. During this period of
growth in terms of clients and OD work, we grew from to a team size of 12 people from 3. All
the organisation members were working on a pro-bono basis.

We realised that there was demand for rapidly scalable and deployable gamified OD
interventions that could be deployed leveraging digital technology in the form of Mobile Apps
and Web Apps. Armed with our experience from the real life interventions that we successfully
delivered and a success model that we had stumbled upon we set out to develop our
technology enabled solutions.

However when we decided to move from a pure consulting mode to a technology enabled
mode, 9 of our members decided to move on and parted ways. They felt that digital
technologies would need significant financial and personal commitment. All this while they
were working part time with us, pro-bono and purely for the learning and the experience of
working on live projects. The expenses for the projects were funded by the original founders
and the idea of a self-sustaining enterprise with investments and commitment did not excite
them and they moved on.

April 2019 to Aug 2019

We decided to formally set up our enterprise and set out fully by cutting our personal corporate
umbilical chords. The 3 of us resigned from our Corporate Jobs and we started from a
CoWorking space. We designed the initial avatar of our organisation policies and processes,
diagnostic tools, content design processes, client acquisition strategies and also developed a
ramp up plan for our own organisation. We also tied up with a Pune based technology
company to work on the digital products that we had invented. They were a 40 member team
that would support us with the design, development and delivery of our Mobile Apps and
WebApps.
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We also co opted 5 more Directors into our midst to augment our capabilities.
1.CEO – Winjoy. Responsible for C Suite co ordination, Product Design, HR, OD
2.Chief Strategy Officer – Smart Saboo. Responsible for Strategy, Technology, Finance,
Corporate Governance
3.Chief Operations Officer – Brads Pit. Responsible for the School business. P&L head
4.Chief Business Officer – Ivory Swag. Responsible for the Corporate business. P&L head
5. Chief Growth officer – Opel Spirit. Responsible for the MSME business. P&L head
6. President – Networks and Alliances – King Stasis. Responsible for developing our partnership
network and business alliances
7. President – Sales – Star Light. Responsible for Sales and revenue generation
8 President – South East Asia – Nectar Nerd Responsible for South East Asia region for all
businesses

Associate Leadership Team

3 Associate Leaders who are in charge of different areas
1. Supra Human – Technology
2. Bay Lord – Finance & Accounts
3. Analytic Ash – Product Development

These 3 Associates were actually members of a sister company floated by Smart Saboo. .

Aug 2019 to Nov 2019

Now with an augmented team we decided to part ways with the Pune tech team. Smart
Saboo our Director offered to develop the Mobile Apps and Web Apps at his Software
Development firm. Another Director Brads Pit who had an office space, offered the office
space and we moved into that space. We also started developing our apps, the marketing
collaterals, brand identity, website and other tools to address the market. Our formal
organisation was beginning to take shape.

December 2019 to Mar 2019

We launched our products and services to our target segments using 3 events. The first event
Behaviour Conclave for Young Minds was aimed at schools and the education sector. The
second Chief Culture Officer summit was aimed at corporates. The third Deep Dialogs was
aimed at Decision makers and Business owners of Small and Medium enterprises. Some
Corporate Functional Heads also attended. The event showcased our Consulting philosophy,
Digital Product Suite and our approach to organisational issues in the education, corporate
and MSME sector.

We also managed to bag a few orders. One from India’s largest cement producing MNC,
another from the world’s largest food ingredient manufacturer, a French MNC and a group of
International Schools.

Our team had grown. We had a Sales Team of 10 members, a Consulting team of 5 members,
a Marketing person, 2 members in the Content team, 2 members in HR and OD and
outsourced Technology and Accounting teams. We also had an Advisory board, advising us
on strategic matters.

We were also chasing enquiries that were generated from our event. We had a pipeline of
more than 40 enquiries from the different sectors we were chasing.

March witnessed the onset of Covid. There was panic everywhere. 4 of our Directors were of
the opinion that we should terminate the employees and go into hibernation mode.
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Our education business was underperforming. We had poor financial and corporate
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governance systems, we were a boot strapped company and our capital was burning out.
 ORGANISATION NARRATIVE

April 2019 to June 2019

4 of our Directors went into an incommunicado mode (Smart Saboo, Brads Pit, King Stasis,
Nectar Nerd). They were not reachable for any comments or consultation. They just
abandoned all company operations. One of our VPs decided to resign without notice. Smart
Saboo withdrew the support of his IT team and Accounting team. We were left without an
operating product. He also switched off access to the existing product. Brads Pit wanted the
office space back as the business was not doing well.

In the meantime we added 10 more members to our team. However many members of our
team were demoralised because of the pandemic. The sudden departure of Directors from
the company shook their confidence. The WFH system also had its own trappings. Team
members work and contribution to organisational work became difficult to monitor and elicit.
We detected a lot of misalignment amongst our 30 team members. Quality and quantity of
work was being severely impacted.

Business was being impacted as our clients were locked down. Our products were premium
priced and was based on custom building specific solutions. It was not workable anymore. Our
fund reserves were depleting as clients refused to pay in the bad economic downturn. Schools
were closed and had gone into a digital mode. MSMEs were shut down and they were not
interested in consulting or workshops.

We seemed to be staring at the dark end of a long tunnel that seemed to have no light at the
other end.

Task

1. Read the above organisation story. It is a real account of what happened in an

organisation.
2. Use Weisbord model to analyse. Form questions you need answers for, or additional
information that you may need. All teams have 15 mins in total, to ask questions, live.
Everybody can listen in to the questions and answers and use it for their own teams analysis.
3. You have to recommend a course of action as an OD consultant, to this Organisation.
Each team will have 20 mins to prepare and 5 mins to present.

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