Organization Diagnosis Case Study


One of India's leading private insurance companies


Organizational Context

With the number of players increasing in the Insurance Business, the client organization felt the need to shift their focus from being transaction oriented to a customer centric organization and hence, adopted the philosophy of "Customer Experience Management". After the company partnered with NAMAN to identify critical, organization controlled, performance enablers impacting the philosophy and to differentiate between behavioural groups and critical competencies to achieve superior performance.


NAMAN Intervention

The intervention was executed in two phases.


Phase I - A background study was conducted to understand the business & structure of the operations department. The NAMAN team collected secondary data regarding job responsibilities, key performance indicators, various organizational survey results etc.


Post this, extensive rounds of interviews were conducted with the senior management to understand the internal processes, systems and people capabilities related to the operations department. This data helped the NAMAN team to identify the Performance Enablers to achieve the philosophy of "Customer Experience Management".


This was followed by the Behavioral Even Interviews (BEI) wherein all stakeholders were involved.


Phase II - Quantitative and qualitative approaches were adopted for the assessment of capabilities and competencies for each unique role. Reporting officers were identified to take an online survey to share their perception about their reportees' behavioral pattern. To identify these gaps, the NAMAN team statistically analyzed the data. Mean, correlation and regression analysis were used for the measurements of each of these capabilities, behaviours, competencies and performance enablers.


Focused group discussion (FGD) and Interviews were used as a qualitative approach. Data captured through FGD and interview was analyzed and gaps were identified.


6 top performance enablers were identified which were then clearly defined. Capability wise behaviors and competencies for collaboration were identified for all the roles. Developmental needs were identified in terms of knowledge, skill and behaviours.



As an immediate outcome of the intervention, role-wise behaviours and competencies along with the key performance enablers were identified. This helped the organization to initiate focused Learning and Developmental initiatives.



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