Sanspareil Greenlands Pvt Ltd
Global Leader in Cricket Industry.
SG Cricket(Success Story)
Sanspareil Greenlands Pvt Ltd, commonly known as “SG,” is a global leader in the cricket industry. With multiple manufacturing units in Meerut, SG has significantly expanded since our partnership began in 2008. Over the years, our relationship with SG has continued to thrive.
In the past 16 years, SG has grown nearly tenfold and is poised to potentially triple its size in the next five years. This remarkable growth is the result of major advancements in automation, diversification, expansion, and technology, coupled with a substantial shift in organizational mindset. SG uniquely blends seasoned employees with new talent, allowing each group to benefit from the other’s strengths.
When we first engaged with SG, our team helped establish HR systems and processes, train staff, and align employees with the organization’s goals. As is typical with Organizational Development (OD) interventions, the early years were challenging. Initial resistance from long-standing employees and skepticism about our motives required persistent effort to overcome. Gradually, we earned the trust of the team, shifting their perception from viewing us as agents of change to valued partners.
We learned that successful HR interventions must balance the needs of both employees and employers. HR professionals who lean too heavily toward one side risk losing respect within the organization. Throughout our tenure, we focused on:
In the past 16 years, SG has grown nearly tenfold and is poised to potentially triple its size in the next five years. This remarkable growth is the result of major advancements in automation, diversification, expansion, and technology, coupled with a substantial shift in organizational mindset. SG uniquely blends seasoned employees with new talent, allowing each group to benefit from the other’s strengths.
When we first engaged with SG, our team helped establish HR systems and processes, train staff, and align employees with the organization’s goals. As is typical with Organizational Development (OD) interventions, the early years were challenging. Initial resistance from long-standing employees and skepticism about our motives required persistent effort to overcome. Gradually, we earned the trust of the team, shifting their perception from viewing us as agents of change to valued partners.
We learned that successful HR interventions must balance the needs of both employees and employers. HR professionals who lean too heavily toward one side risk losing respect within the organization. Throughout our tenure, we focused on:
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Developing a dynamic organizational structure that facilitated processes and adapted to rapid changes.
Creating clear job descriptions, key responsibility areas, and monthly scorecards linked to an annual performance management system.
Implementing a bottom-up performance management system with multiple checks and balances.
Providing extensive training in soft skills and behavioral adjustments to meet the organization’s evolving needs.
Identifying and nurturing potential leaders for future roles.
Updating HR policies to remain current and relevant.
One particularly impactful OD intervention involved restructuring day-to-day operations. We established a committee of department heads to manage operations, with each head serving a three-month term. This rotation allowed directors to focus on strategic initiatives like new product development and market expansion. This approach proved effective for about eight months, facilitating significant progress.
SG’s unprecedented growth can be attributed to several key factors:
SG’s unprecedented growth can be attributed to several key factors:
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Leadership
Experienced and respected directors, including Mr. K C Anand (Managing Director), Mr. T N Anand, Mr. Puneet Anand, and Mr. Paras Anand (CEO), have provided strong leadership.
Dynamism
CEO Mr. Paras Anand has driven innovative initiatives and integrated technology with SG’s products.
Team
A stable workforce combined with new professionals at strategic levels has contributed to SG’s success.
Brand and Cricket
SG’s strong brand and the booming cricket industry in India have significantly fueled growth.
Openness to New Ideas
SG’s progressive mindset and willingness to experiment with new ideas, such as their ventures into footwear, apparel, and bags, have been forward-thinking and strategic.
Data-Driven Decision Making
Moving from intuition-based decisions to data-driven ones has been a key factor in SG’s success.
Our ongoing association with SG since 2008 has been strategically significant, encompassing all facets of the organization. This journey has been rich with learning, experimentation, and strategy development. Key factors in our success with SG include:
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Autonomy
We had considerable freedom in shaping HR practices and processes.
Receptiveness
SG was open to new ideas and suggestions, which facilitated
Approachability
We had access to the entire organization, aiding in the successful implementation of changes.
Mutual Respect
Despite occasional differences in opinion, mutual respect and a “agree to disagree” approach were foundational to our collaboration.
We take pride in witnessing SG’s tenfold growth over 16 years and are deeply grateful for the professional development and insights gained through our partnership. SG’s future potential is even more promising, with the possibility of achieving tenfold growth in the near future.
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