Orchestrating Business Transformation Successfully in the Disruptive Economy

by Heidi Bullman

Today’s business leaders are faced with a whole new world of challenges in today’s disruptive economy. These challenges are exacerbated when a growing organization chooses to refocus their business to accommodate acquisitions and bolster overall revenue flow. Business transformation is daunting for any leader as it involves fundamentally shifting the way business is conducted, through verticalization and employee restructuring, to coincide with the market environment.

Recently, Shivangi Chakravorty of TimesJobs sat down with Ramesh Gopalan, president, Global Healthcare & head of India Business for HGS, to discuss leadership and employee management in addition to business transformation which Gopalan has used to contribute to over 50% of HGS’s overall revenue.

“Ramesh heads the HGS Healthcare business vertical and is responsible for driving business value by strengthening partnerships and delivering excellence to healthcare clients. He also leads the India business, managing both domestic and international clients for HGS in this geography. In a career spanning over two decades, he has extensively worked in research, healthcare and outsourcing. Ramesh comes with significant knowledge in client servicing, transition management and operations,” explained Shivangi Chakravorty.

Shivangi Chakravorty (SC): With which job role/ position did you start your career?

Ramesh Gopalan (RG): Consultant at Andersen Consulting in New Delhi

SC: When did you join your present organisation?

RG: I joined HGS in 2011 and have been here for almost a decade.

SC: What kind of leadership style do you follow in your organisation?

RG: As an organisation, we at HGS pride ourselves on being an employee friendly company. Happier people are more engaged and deliver to their fullest potential.

Personally, my leadership style today is more like a coach who reviews and guides by engaging with employees, delegating and empowering them. I hold them accountable for the deliverables they are responsible for but don’t micro-manage. I believe that the traditional direct command and control approach wouldn’t work in today’s times.

SC: How are you contributing to the growth of your employees?

RG: Empowering employees is critical for their growth at the workplace. Starting from the first level leader, employees take ownership of results – be it financial, client or people metrics. There are various learning and development programs that equip them with the technical and behavioural skills needed to accomplish their job.

Along with their professional growth, they also are encouraged to align with and contribute to the communities we operate in through CSR and volunteering activities.

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