Functional Verticals

We share and serve our broad expertise in multiple Functional Verticals: 

Human Resource: 
The challenges of leading and managing people were complicated by the financial crisis and global recession. The crisis layered in a new level of volatility and uncertainty on top of the accelerating change that most businesses were already experiencing. Companies that don’t adapt to the new state of high volatility will be rendered obsolete by more nimble and flexible rivals – and the key variables for adaptation are the quality of the work force and how it is deployed.

It is no longer feasible to conceive a strategy in an executive ivory tower and expect a docile workforce to implement it. Innovation and growth today require creativity and engagement by employees at all levels.
Most industries and countries will experience a widening gap, notably for highly skilled positions and for the next generation of middle and senior leaders.


Following HR facets stand out as the most critical:

  • Managing talent – identifying, attracting, and retaining talent – continues to be the most important future HR topic. Corporate capabilities in this area have improved only slightly since the last three years.The talent crisis demands bold responses. Skills for high-demand jobs in 2020 must be developed now. Demand will be highest for well-educated professionals, technicians and managers. All over the globe- in developed, newly industrialized, BRIC and developing countries – demand is soaring for these professions. Professionals will be in particularly high demand by companies in trade, transport and communication in developing countries. Healthcare research and development (R&D) will generate enormous demand for skilled labour worldwide, mining companies will need project planners and web designers will be in demand throughout many industries. Demand for other jobs will taper off as technologies render them obsolete. Filling higher-demand positions will require improved and more extensive vocational training, starting today. To be employable in 2020, graduates must be technologically literate and acquire transferable, cross-cultural learning skills. Any nation or company that continues to rely on conventional learning and routine, siloed work without fostering a culture of continuous learning will face an ever-deepening talent gap.
  • Improving Leadership development has risen in importance over the last three years. 56% of Survey respondents (WFPMA/BCG report 2010) cited a critical gap for senior managers’ successors. High-potential employees have many options, so companies must adapt their leadership-development programs in order to retain and motivate the best and the brightest inside the organization – including women, who tend to be underrepresented in talent pools. Companies should augment their training curricula and job assignments to foster the critical skills of formulating and executing strategy, navigating complex markets, and attending to a diverse set of stakeholders. In volatile times, leaders who can convey the company’s vision and motivate employees are invaluable. It is generally easier and more effective for home-grown talent to step into leadership roles. Yet companies fill more than half of their executive positions from outside, suggesting that internal leadership-development programs, including corporate universities, need to be improved.
  • Employee engagement suffered during the last three years because of layoffs and other cutbacks. Companies are now trying to restore a sense of pride and trust. Flexibility measures such as job mobility and flexible work arrangements can help improve engagement and are more effective economic measures than cutback over the long term.
  • Performance management and rewards is an area that separates strong and weak companies (as measured by revenue and profitability growth). It was ranked the second highest HR capability by high-performing companies but only ninth by low performers. This correlation highlights the value of focusing on performance and rewards.
  • Training and Development initiatives - While both HR professionals and Business managers recognize the need for training and other developmental initiatives, the differences in their perceptions must be addressed. Business managers view HR professionals’ HR expertise as less important than their skills in business planning and conflict resolution. And, while both groups agree that business managers’ handling of poor performers is their most important people-management skill, business managers see a far smaller gap in their own performance than HR professionals do.

The success of almost every corporate initiative depends on the willingness of employees to go the extra mile. Executives now recognize that in order to fulfil their strategic goals, they will need to repair the social contact and rekindle the enthusiasm and energy of their employees. Middle managers are critical to improving the overall engagement and corporate performance. They see the vision at the top of the organization and the pain at the bottom. Middle managers however, frequently do not have the support of senior management or effective levers to do their jobs and provide assistance to their employees. In fact, for the past decade, middle managers have been set aside or neglected. The organization of the future, however, will require this group to be strong, effective, and prepared. Middle managers, who supervise the majority of employees, are key to bringing engagement back.


Finance & Accounts:
As your business grows, you will encounter many new, unfamiliar challenges — raising finance, complying with changing regulation, managing risks and exploiting overseas opportunities. Although your resources may be limited, how you approach these challenges can determine whether you build a good business, or a market leading business.

This is where we can make a difference.

We understand the challenges of growing a world class business. We make sure that you hire professionals who would reduce the complexity of legislation, help align your tax strategy with your business goals, expand into new markets, and pursue mergers, acquisitions or other strategic transactions to take your business to the next level. They will even show you how to manage and control your risks, so that you can approach the future with confidence.

The Finance industry in India is growing at a fast pace with new age opportunities and the demand for specialised people correspondingly increasing. However, the industry is facing a shortfall of right talent with the right skill set. A career in the field of Finance is very different from what it used to be earlier. The tremendous growth in the economy is opening up new opportunities as new businesses get set up.


Supply Chain Management:
Worldwide, interest in supply chain management has increased steadily since the 1990s when companies began to see the benefits of collaborative relationships. The supply chain concept is still nascent in India. However the need for the same, at this stage, is more than ever before because of the challenges unleashed on the competitiveness of the Indian industry by deregulation and globalization. An essential first step in the process is to assess the current supply chain capability.
Over the past three decades, customer expectations have risen by leaps and bounds.  Customers continue to become more sophisticated and interested in innovative products and customized services. They are becoming more unpredictable in their wants and needs. At the same time, they continue to expect and demand more ‘value’ from brands. In their bid to satisfy the customer’s fancy, businesses are vying with one another to service the customers with their product and service offerings. Heightened competition has given customers tremendous freedom of choice - a freedom they have been increasingly willing to exercise. Thus, to achieve sustainable advantage in this competitive scenario, it is imperative for businesses to service the needs of their customers excellently across any and all loucli points.

We cover the length and breadth of supply chain management right from the stage of new product development up till it reaches the end customer going through various phases of Sourcing and Procurement, Manufacturing, Logistics and Distribution, Sales and Demand Fulfillment and Service Management.


In 1991, with India running out of hard currency, Manmohan Singh …. decided that India had to open its economy. “Our Berlin Wall fell …. and it was like unleashing a caged tiger …. We went from quiet self confidence to outrageous ambition in a decade. The LPO industry has in a span of few years seen major mergers and acquisitions, partnerships and alliances. A plethora of services are provided, the key being – contract management, document review, legal research, deposition summaries, litigation documents, patent renewals, patent analytics, IP support services, data verification, IP recordals, patent research, trademark renewals, trademark watching, digital content watching, trademark search, and so on.

These services can be categorized under two categories:

1. Manpower intensive functions – Such as legal transcription, document conversion, legal coding and indexing, document review etc.
2. High-value services – They include patent and general legal research services like freedom-to-operate search, patent assessment, patent portfolio management, statutory and case law research, due diligence services such as technical, legal and financial analysis of companies for mergers and acquisitions, and contract drafting and review of contracts.

We understand the need of Legal function in an environment and subsequently extend the best talent available in the industry to our partners.