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Vikram Tiwari
Founder , CEO , Transitionist
Professional Background
Vikram A Tiwari is a distinguished business leader and the dynamic CEO of iSpur Consulting, a renowned firm specialized in enhancing organizational performance through consulting services, coaching, mentoring, and innovative learning experiences. Under Vikram’s leadership, iSpur Consulting has successfully established itself as a go-to partner for CEOs and leadership teams seeking to improve their human capital strategies and align their workforce towards common goals.
With extensive experience working with some of the globe's most prestigious companies across diverse regions such as Europe, the Middle East, Central Asia, and India, Vikram has made significant strides in the field of human resources and business consulting. His approach has earned him a reputation as an outcome-focused enabler, who possesses the unique ability to challenge conventional thinking and inspire teams to unlock their full potential.
Vikram's profound understanding of business dynamics and human resource functions has empowered him to drive effective change throughout organizations. He leverages his vast knowledge to relate to the challenges faced by companies today and transforms them into opportunities for growth.
Education and Achievements
While specific educational details about Vikram A Tiwari’s academic background are not provided, his extensive professional experience speaks volumes about his capabilities and insights into business and human resource management. His founded initiatives, such as iSpur Consulting in both Romania and India, reflect his entrepreneurial spirit and commitment to enhancing corporate culture.
Throughout his career, Vikram has become well-known for crafting tailored strategies that resonate with clients' needs, resulting in outstanding outcomes that drive success. His work with leading organizations has not only solidified his foothold in the consulting industry but has also contributed significantly to the development of human capital across various sectors.
Key Achievements
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Founder of iSpur Consulting - Vikram successfully founded and led iSpur Consulting s.r.l in Romania and iSpur Consulting Private Limited in India. These ventures showcase his dedication to empowering businesses and enhancing their workforce strategies.
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Global Expertise - His extensive work history with prestigious companies in Europe, the Middle East, Central Asia, and India positions him as a knowledgeable leader in global business practices, further enhancing iSpur Consulting’s credentials.
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Outcome-focused Approach - Recognized for his ability to reframe and challenge existing thinking patterns, Vikram promotes innovation and strategic alignment within organizations, ensuring that leadership teams are better equipped to meet their objectives.
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Building Human Capital - Vikram's expertise in human capital development has enabled organizations to foster a culture of continuous learning, enhancing their adaptability and responsiveness to market changes.
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Transformational Leadership - His leadership style inspires others to think strategically and act decisively, facilitating transformative changes that yield exceptional results for clients.
In summary, Vikram A Tiwari exemplifies the qualities of a visionary leader in business consulting, with a rich background in fostering human capital and a commitment to driving positive organizational change. His work with iSpur Consulting continues to impact numerous businesses, promoting alignment, effectiveness, and sustained growth.
Highlights
The wall between cofounders grows slowly, like a neighbor's hedge.
At first there's a clear view, and then some shrubs of misunderstanding sprout.
If untended, it can become a wall of assumptions, taller than you.
And then you can't see the path to them anymore.
Thriving partnerships demand relentless pruning.
To keep your view clear, explore "construal distance" - how mental distance shapes our perceptions.
It can help to understand :
- How do your communication styles differ?
- Why do micro-conflicts sprout between you, and how can you nip them in the bud by adjusting your perception?
The best pruning tool for this is your weekly check-ins.
Make sure to have a “structure” to these meetings so that you deliberate over the entirety of your dynamic
When was the last time you truly "cleared the path" with your cofounder? Don't wait until you're shouting over the hedge. Schedule a pruning session this week.
How do you know you are aligned with your cofounder? Hint: It’s in how you each make trade-offs in the absence of the other.
Chasing any metric implies making some trade-offs.
Unfortunately, these trade-offs are often not explicit, leading to choices that may cause misalignment.
Here’s a thought: create an Abstract Metric
An abstract metric is a composite of several other metrics, like a container.
The key is to frame your metrics as ‘Ratios’ that include the trade-offs being made. The trade-off nuance is missed by single-function or time-based metrics.
Case:
Several years ago, while advising a large office building developer (€3B in revenue in CEE), the founder asked, “Why can’t my staff see that cleaning the elevator lobbies with large machines during peak times disrupts employees? Employees have to side-step around cleaning areas, causing traffic issues. Why can’t the staff just change the cleaning time to non-peak hours? Why do I need to tell them?”
This was an observation he could make easily since he was focused on customer satisfaction.
The cleaning staff, however, had metrics to “keep the place clean.” Moreover, they worked in shifts and could not make the trade-off on shift efficiency versus employee satisfaction on their own.
They needed a metric that allows them to make autonomous trade-offs.
I proposed an abstract metric: “Experience per Square Meter”
This new metric included feedback from both customers and users (the employees), unlike the NPS, which only goes to select managers within the customers.
The idea was for each staff member to consider the overall experience they are offering to employees in volume terms. For example, the bathrooms may be clean, but the corridors may be smelly. The abstract metric would highlight this and not leave it to employee discretion.
This abstract metric allowed self-regulation among all the developer’s employees, causing alignment across the board.
The lesson: think about your metrics. Are the trade-offs explicit? If not, consider an Abstract Metric!
Relook at your Dashboard and see if you can combine some of them and make it a Ratio
