Ms Trehan is an approved Senior Consultant at Appleton Greene and she has experience in human resources, globalization and management. She has achieved a Bachelor of Science in Sociology. She has industry experience within the following sectors: Energy; Utilities; Technology; Non-Profit & Charities and Education. She has had commercial experience within the following countries: United States of America; Africa; Latin America; India and United Kingdom, or more specifically within the following cities: Washington DC; Sao Paulo; Singapore; New Delhi and London. Her personal achievements include: ranked in the top 75 of CHRO by ExecRank; designed, developed and implemented global performance improvement which grew 500% over a 3 year period resulting in over $100 million cost savings; responsible for corporate redesign and transformation efforts which saved over $80 million in SG&A over a 9 year period; developed HR function from grass-roots level to a global HR function of professionals and led CEO transition and cultural transformational program. Her service skills incorporate: organizational transformation; leadership development; executive coaching; HR development and M&A integration.
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The alignment of a company’s culture, structure, and human resources with their corporate business strategy, is a fundamental and mission critical process. A company is constantly changing and evolving as a result of new products and services being introduced, globalization, growth strategies, innovative technology, new leadership, or mergers and acquisitions, all of which directly impact upon a company’s most valuable asset, it’s people. Domestic and international corporations employ the services of independent professional organizational transformation specialists, because they can help to align their organization with the critical changes required for success. This service is multi-departmental and uses a unique stakeholder management approach, which effectively brings all departments together through one cohesive and tangible business process, offering business-oriented and data-driven solutions to drive the organization’s transformation objectives to achieve impacting, sustainable and measurable business results.
The service proactively engages the resources of each department, initially through the appointed head of each department, including: the Chief Executive Officer (CEO); the Chief Operations Officer (COO); the Chief Finance Officer (CFO); the Chief Marketing Officer (CMO); the Chief Technical Officer (CTO); the Chief Production Officer (CPO); the Chief Legal Officer (CLO) and of course the Chief Human Resource Officer (CHRO). By using a stakeholder management approach, a fluid organizational transformation business process is then planned, developed, implemented, managed and reviewed within the organization, incorporating all departments, effectively enabling the corporation to do this for themselves, which ensures the commitment from key stakeholders and sustainable value.
Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Ms Trehan is a seasoned top executive that has successfully transformed organizations at the Fortune 200 and beyond. With extensive experience working with CEOs and top corporate management, Trehan can identify opportunities for process and organizational improvement and craft plans that align resources for maximum profitability. With years of experience in global business transformation activities: mergers and acquisitions; large-scale international expansion; global market entry and organizational model revitalization, Trehan brings a valued global perspective and a wide array of skills to the table. Through consulting engagements, coaching, corporate training, project workshops and business process improvement, re-engineering and enhancement, Trehan helps build organizational capacity, preparing corporations for sustainable success in the rapidly changing 21st century.
The following list represents the Key Service Objectives (KSO) for the Appleton Greene Organizational Transformation service.
- Process Analysis
Undertaking a detailed analysis of the current business process that is currently used within the company for organizational transformation within each department, including: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production. This will be conducted via communications with the appointed head of each department, or an elected key employee. The objective here is to analyse what is working and what is not working, by undertaking a SWOT analysis: Internal Strengths & Weaknesses and External Opportunities and Threats. We need to ensure that the external organizational transformation opportunities are derived from the company’s own internal strengths. Similarly, the external organizational transformation threats need to be derived from the company’s own internal weaknesses. We can then begin to identify the company’s organizational transformation opportunities.
- Process Development
We can then start to re-develop the business organizational transformation model or process, taking into consideration the key corporate objectives of each individual department, which need to be SMART: Specific; Measurable; Attainable; Realistic and Timely. Processes are developed using a stakeholder management approach, engaging the human resources available within each department in order to ensure ownership and commitment from key employees. In order to qualify as an organizational transformation process, this needs to be something tangible, such as a software, operations procedure, or a corporate training program, that people will use internally on an ongoing basis.
- Process Implementation
This is where the majority of organizational transformation projects succeed or fail. Success is achieved by the provision of ongoing support and assistance, over a sustainable period of time, while processes are being implemented. Regular and consistent workshops need to be undertaken in order to re-vitalize the model and to re-motivate and re-energize the key stakeholders. We also need to recognize and value their achievements along the way. Success will ultimately be determined by the company’s ability to constantly evolve in response to prescriptive and emergent changes that it continuously faces and the Critical Success Factor (CSF) here is that the Organizational Transformation service provides key stakeholders with ongoing support and assistance as and when they need it in order to maximize opportunities and to minimize threats.
- Process Management
Once the process has been implemented successfully, it needs to be continuously managed by each individual department. This simply involves the ongoing analysis of what is working and what is not working and ensuring that each department remains proactive and flexible enough to change and evolve as and when necessary. This is where it is important to ensure that each department’s mission, objectives, strategies and tactics are constantly reviewed and updated and that their resources are aligned with a view towards maximizing profitability.
- Process Review
An important part of this service is model revitalization. That is to say, the organizational transformation process or model itself will need to be subject to periodical review in order to ensure that it remains proactive and relevant as the business itself grows and evolves. By doing so, this will enable the company to achieve competitive advantage within its industry sector and within the geographical locations where it operates and this will ultimately effect the company’s ability to achieve and maintain greater market share. The review process simply provides the company with the tools required in order to optimize the organizational transformation process, by using quick and easy methods to ensure that it remains proactive and to improve performance.
“Business transformation is achieved through challenging existing business processes. Appleton Greene programs constitute useful tools which can be used in order to facilitate this process. Practical in their approach, they prove to be cost-effective, time-effective and process-effective.”
A quotation taken from a client reference within the Energy industry.
“While we have used Appleton Greene bespoke programs on a number of occasions to great effect, it is always preferable to purchase standard (off-the-shelf) programs where at all possible, because they encompass a wider variety of users who have together all contributed towards fine tuning the programs’ efficiency and functionality. The more a program is used, the better it becomes given time. A good Appleton Greene program is like a good wine, tried and tested ingredients and perfected over a sustainable period of many years.”
A quotation taken from a client reference within the Utilities industry.
“Any product or service is only as good as the support process which accompanies it. The Appleton Greene programs are well structured and well delivered, but it is the quality and availability of continuous support which makes the programs durable. Appleton Greene is excellent at developing and implementing time management procedures for program support. We appreciate that the time of qualified learning providers and accredited consultants is valuable and the strict guidelines within which support is provided enables us to obtain support whenever we need it, but it is structured in such a way as to ensure that it is always productive.”
A quotation taken from a client reference within the Technology industry.
Non-Profit & Charities
“What I like most about Appleton Greene’s programs is that they are flexible enough to take on board individual client requirements, because every industry and every organization is unique. Even the standard programs are flexible enough to accommodate special requests.”
A quotation taken from a client reference within the Non-Profit & Charities industry.
“Empowerment is the art of corporate training. If we are able to make people feel empowered through knowledge transfer then they are better equipped to progress. Appleton Green embodies empowerment as an integral part of all of their programs and this is what makes them so appealing.”
A quotation taken from a client reference within the Education industry.
More detailed achievements, references and testimonials are confidentially available to clients upon request.
This service is primarily available to the following industry sectors:
The energy industry is the totality of all of the industries involved in the production and sale of energy, including fuel extraction, manufacturing, refining and distribution. Modern society consumes large amounts of fuel, and the energy industry is a crucial part of the infrastructure and maintenance of society in almost all countries. In particular, the energy industry comprises: the petroleum industry, including oil companies, petroleum refiners, fuel transport and end-user sales at gas stations; the gas industry, including natural gas extraction, and coal gas manufacture, as well as distribution and sales; the electrical power industry, including electricity generation, electric power distribution and sales; the coal industry; the nuclear power industry; the renewable energy industry, comprising alternative energy and sustainable energy companies, including those involved in hydroelectric power, wind power, and solar power generation, and the manufacture, distribution and sale of alternative fuels; traditional energy industry based on the collection and distribution of firewood, the use of which, for cooking and heating, is particularly common in poorer countries. Production and consumption of energy resources is very important to the global economy. All economic activity requires energy resources, whether to manufacture goods, provide transportation, run computers and other machines. Widespread demand for energy may encourage competing energy utilities and the formation of retail energy markets.
A public utility is an organization that maintains the infrastructure for a public service (often also providing a service using that infrastructure). Public utilities are subject to forms of public control and regulation ranging from local community-based groups to state-wide government monopolies. The term utilities can also refer to the set of services provided by these organizations consumed by the public: electricity, natural gas, water, and sewage. Telephone services may occasionally be included within the definition. In the United States of America, public utilities are often natural monopolies because the infrastructure required to produce and deliver a product such as electricity or water is very expensive to build and maintain. As a result, they are often government monopolies, or if privately owned, the sectors are specially regulated by a public utilities commission. The European region currently dominates the global utilities industry, but Asia Pacific (APAC) is expected to lead the industry. The overall market is estimated to reach US $4,372 billion with a CAGR of 3.9% over the next five years. The global utilities sector provides services such as electric power, natural gas, and water supply as well as sewage removal through a permanent infrastructure of lines, mains, and pipes. The industry is fragmented with many players. The sector consists of electricity, natural gas, and water utilities. Electric utilities are the main segment of the global utilities industry. Population and economic growth, particularly in developing countries, are driving the demand for utilities. Improving economic conditions, especially in emerging economic regions such as APAC, are expected to have a major impact on the industry. APAC is expected to be the fastest-growing consumption market based on its continued rapid economic growth. China and India are likely to play significant roles in rising energy demand globally. Decaying infrastructure creates a major obstacle that can contribute catastrophic increases in power failure rates, and enormous maintenance and replacement costs. Additionally, aging pipelines cause water loss through leakage and other operational issues. A mature work force presents another major challenge, as utilities companies require skilled labor.
Information technology (IT) is the application of computers and telecommunications equipment to store, retrieve, transmit and manipulate data, often in the context of a business or other enterprise. The business value of information technology lies in the automation of business processes, provision of information for decision making, connecting businesses with their customers, and the provision of productivity tools to increase efficiency. The global IT Services industry holds significant opportunities for industry players due to increasing IT spending in the healthcare, retail, and transportation sectors, among others. The market is forecast to reach an estimated US $1,147 billion with a CAGR of more than 5%. The global IT services industry comprises services related to the application of business and technical expertise to enable organizations to create, manage, optimize, and access information and business processes. The industry’s scope includes product support services such as hardware and software maintenance and professional services such as IT consulting, development, and integration services. North America, with 42% of the global market share, dominates the highly fragmented global IT services industry. Outsourcing locations such as India, China, Vietnam, and the Philippines are anticipated to be key drivers because of their low-cost labor and skilled talent pools. The APAC IT services industry is expected to register the highest growth rate among all regions during the forecast period and lead the industry. Government-backed reforms are expected to contribute to significant increases in spending for IT investments. In addition, by generating new opportunities for IT vendors globally, cloud computing is expected to reshape the industry. It is anticipated to offer immense opportunity to penetrate in the small and medium business sector. High volatility in currency exchange rates, a shrinking talent pool, and high labor costs in developed countries are some of the major challenges for the IT services industry. The increasing global demand for systems, software, and services, as well as IT spending by governments, and the banking and financial sectors are likely to boost the IT services market. The industry is highly correlated with economic cycles as IT services are project based and often represent discretionary spending.
Non-Profit & Charities
While not-for-profit organizations are permitted to generate surplus revenues, they must be retained by the organization for its self-preservation, expansion, or plans. NPOs have controlling members or boards. Many have paid staff including management, while others employ unpaid volunteers and even executives who work with or without compensation (occasionally nominal). Where there is a token fee, in general, it is used to meet legal requirements for establishing a contract between the executive and the organization. Designation as a nonprofit does not mean that the organization does not intend to make a profit, but rather that the organization has no owners and that the funds realized in the operation of the organization will not be used to benefit any owners. The extent to which an NPO can generate surplus revenues may be constrained or use of surplus revenues may be restricted. Some NPOs may also be a charity or service organization; they may be organized as a not-for-profit corporation or as a trust, a cooperative, or they exist informally. A very similar type of organization termed a supporting organization operates like a foundation, but they are more complicated to administer, hold more favorable tax status and are restricted in the public charities they support. Their goal is not to be successful in terms of wealth, but in terms of giving value to the groups of people they administer to. NPOs have a wide diversity of structures and purposes. For legal classification, there are, nevertheless, some elements of importance: Economic activity; Supervision and management provisions; Representation; Accountability and auditing provisions; Provisions for the amendment of the statutes or articles of incorporation; Provisions for the dissolution of the entity; Tax status of corporate and private donors; Tax status of the foundation. Some of the above must be, in most jurisdictions, expressed in the charter of establishment. Others may be provided by the supervising authority at each particular jurisdiction. While affiliations will not affect a legal status, they may be taken into consideration by legal proceedings as an indication of purpose. Most countries have laws which regulate the establishment and management of NPOs, and which require compliance with corporate governance regimes. Most larger organizations are required to publish their financial reports detailing their income and expenditure publicly. In many aspects they are similar to corporate business entities though there are often significant differences. Both not-for-profit and for-profit corporate entities must have board members, steering committee members, or trustees who owe the organization a fiduciary duty of loyalty and trust. A notable exception to this involves churches, which are often not required to disclose finances to anyone, including church members.
The educational services market is large and growing with several types of opportunities available for franchisees. There are approximately 58,113 establishments in the industry which earn a combined $19.4 billion dollars in revenue. The industry is largely fragmented, the fifty largest companies represent just 30% of the total revenue in the industry. There ere 55.1 million students attending school in grades K-12, all of whom are potential clients for educational services – and that number is expected to increase to 74 million. The vast majority of revenue in this industry comes from tuition or program fees. Gross profits tend to range from 60-90% depending on the location and particular course, and net profit averages out to between 2-10%. Increasing company size has helped consolidate operations in the educational services field – helping to lower fixed costs and improve overall operational efficiency, both of which are very important to keeping businesses in the field healthy and profitable. Finding qualified instructors in any field is becoming increasingly challenging; it is important to inquire about this when researching potential companies. There is a potential danger to some areas of the field in future competition from online training courses, which are growing more and more popular as technology spreads. In addition, businesses face competition from free online resources and computer software. Overall, however, the field is expanding, educational services in the United States are forecast to grow by 5% per year over the next five years.
This service is primarily available within the following locations:
Washington has a growing, diversified economy with an increasing percentage of professional and business service jobs. The gross product of the Washington Metropolitan Area makes it the fourth-largest metropolitan economy in the United States. The federal government accounted for about 29% of the jobs in Washington, D.C. This is thought to immunize Washington to national economic downturns because the federal government continues operations even during recessions. Many organizations such as law firms, independent contractors (both defense and civilian), non-profit organizations, lobbying firms, trade unions, industry trade groups, and professional associations have their headquarters in or near D.C. to be close to the federal government. Tourism is Washington’s second largest industry. Approximately 18.9 million visitors contributes to the local economy every year. The District also hosts nearly 200 foreign embassies and international organizations such as the World Bank, the International Monetary Fund (IMF), the Organization of American States, the Inter-American Development Bank, and the Pan American Health Organization. The District has growing industries not directly related to government, especially in the areas of education, finance, public policy, and scientific research. Georgetown University, George Washington University, Washington Hospital Center, Children’s National Medical Center and Howard University are the top five non-government-related employers in the city. Four of the largest 500 companies in the country are also headquartered in the District.
São Paulo BR
São Paulo is considered the “financial capital of Brazil”, as it is the location for the headquarters of many major corporations and the country’s most renowned banks and financial institutions. São Paulo is Brazil’s highest GDP city and the 10th largest in the world, using Purchasing power parity. According to