How Did Konstant Create An Impact, Inspired And Step-Up?

Our services roadmap is about making our target audience and niche clients engaged and happy. Covid-19 not only threw some businesses out of the loop, but, also certain businesses got to shut down for good. While most of the businesses were struggling to keep their doors open, scaling up for more seemed like a pipe dream. Konstant’s services are customer-centric. With the growth of our business, we have extended our abilities to connect with the market and customers better. Improvement is an ongoing norm for us. We believe in delivering on goals and are committed. Achieving results is a key criterion for us. Our processes do not take root or flourish unless our key stakeholders direct and reinforce their efforts in the same direction. Did we make it happen, know it from our clients…

As Client’s Proclaim

Reviewing and Setting An Effective Operational Cadence

We understood early on that any natural calamity can devastate the small businesses just as much as their bigger counterparts and we were pretty sure about our objectives and the decisions that were required to fulfil them.

We considered the key leverage points in the business that helped us differentiate success from failure, along with the knowledge and resources that we required to track our progress. We tried to foster and combined every bit of information from our esteemed clients into a coherent explanation of the business situation.

Along with accepting the challenges attached with establishing the right metrics (to identify the probability of what was most likely to succeed), we tried creating a balanced scoreboard to construct the right suite of measures to help drive results for us as an organization and a whole team of organized individuals; we believe that this is just the beginning of marking an operational cadence.

Bringing Efficiency in Decision Making and Leadership to Achieve Results

We didn’t just set up reviews at which the team reported on metrics and results; we rather considered our ongoing processes – for a possibility to add some interlinks. These were followed by learning and decisions of each feeding into the next. As this goes around the track, we become aligned with our vision, strategies, and sustainable growth.

We began this year with a strategy discussion and update followed by many business reviews, to raise issues out of the latest strategy. At midyear, we further corrected our course and allowed talent check-ins. These were further followed by more business reviews and performance management towards the year-end. We are all-set with fresh issues, objectives to start with a strategy for next year afresh.