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Sudarshan Chemicals
Vibhas Joshi, Anu Wakhlu
Aug 2011, Feb 2012
Leadership Development Program
Chemical Industry
Sudarshan Chemicals, a global leader in pigments and color solutions, has consistently aimed to drive operational excellence and business transformation. As the company expanded, it recognized the critical need to develop a robust leadership pipeline, especially among Band 2 and above leaders.
Leadership growth area, coupled with demand for stronger alignment to organizational values and cross-functional collaborations, created a pressing need for a structured, future-ready leadership development initiative.
While Sudarshan has been committed to employee growth, specific challenges have arisen that have impacted the company’s overall growth.
Leadership Pipeline Optimization for Business Strategy Advancement – There was a recognized need to further strengthen the leadership pool at Band 2 and above, preparing them for expanded responsibilities and supporting the organizations ongoing business transformation efforts.
Strengthening technical and behavioral competencies – Leaders exhibited varying levels of proficiency in key behavioral skills, specifically people management, collaboration and strategic thinking as well as technical expertise relevant to their role. Building and developing a new skill set to address business transformation was required.
Potential to build deeper cross-functional synergy & Cultural Alignment – Functional silos limited innovation and hindered knowledge sharing across departments which needed attention. Leaders demonstrated challenges in embodying and promoting Sudarshan’s SCIL Culture, Values, and the “Growing Together” Philosophy
Institutionalizing a Learning Mindset – A structured, sustainable approach to continuous learning in leadership development at senior level was needed, which was in turn impacting long-term talent readiness.
The LDP for Band 2 and above leaders included:
The LDP at Sudarshan was built on the Wholesome Leadership Model, emphasizing “Growing Together,” core competencies, and cultural alignment. This 12-month blended journey combined workshops, coaching, peer cohorts, and industry exposure, structured across four key themes: Leading Self, Leading Others, Technical Excellence, and Managing Change. Participants were selected and reassessed by a senior steering committee. The program also aligned with Sudarshan’s CSR initiative, SUDHA Leap, reinforcing a higher purpose and collective growth.
The Leading Self module focused on building inner awareness and personal mastery as the foundation for effective leadership. Participants explored understanding their own mindset through tools like the Iceberg Model and Byron Katie’s “Four Questions That Can Change Your Life.” The experience was further deepened with yoga and guided meditation sessions to promote mindfulness and clarity. A session on mission and vision statements was also conducted. A leader speak session was conducted wherein a top executive from the company shared how he has built his competencies in his career path. Another leader speak session was conducted on culture and values from the head of product management.
IDP (Individual Development Plan)
Through the IDP (Individual Development Plan) intervention, an integral part of the LDP training, participants identified 1–2 key development areas and worked towards them with the support of in-house sessions, external courses, and expert guidance.
The Leading Others module focused on building people leadership capabilities through a mix of behavioral and psychological tools. Participants explored concepts like Growth vs. Fixed Mindset, the Comfort-Stretch-Terror Zones, and Emotional Bank Account to better understand team dynamics. Models such as ACES, RBMCT, and the Ladder of Inference helped in managing emotions and difficult conversations. The module also covered motivation theories (Maslow, McClelland, Herzberg), behavioral styles, generational values, and cultural awareness—enabling participants to lead with empathy, clarity, and adaptability. A leader speak session was conducted on the topic of growing together.
A comprehensive module on leading change, emphasizing the urgency of change and its successful implementation using Kotter’s 8-Step Change Model. The sessions also covered practical tools like the Change Curve, the ‘Rider, Elephant, and Path’ framework, self-management analysis, action planning, and the role of spirituality in navigating change.
Peer learning cohorts were a key component integrated into the LDP journey, aimed at fostering continuous development and reflection. These groups, referred to as “buddies” and “peer coaches”, were formed to create a supportive learning environment. Meeting once a month, participants engaged in collaborative discussions to share insights, reinforce key learnings, and align actionable strategies. This approach strengthened accountability, encouraged mutual growth, and helped embed learning into everyday leadership practice.
A panel discussion with external experts provided diverse insights, enabling participants to translate personal reflections into meaningful, forward-looking commitments. The 4 topics of the panel discussion were
Besides these there were 3 masterclasses on
An industrial / field visit to a leading Indian MNC in the paint sector was conducted. The participants visited the manufacturing unit to tour and understand the end-to-end value chain of their products and how their products further get deployed into the business ecosystem.
Through this structured and holistic intervention:
Sales order bookings, which were month end heavy, changed from 14% to 31% (November) in the first 10 days of the month. Previously, the order booking was overloaded at the end of the month, causing operational challenges and hurried dispatch, leading to pressure for all teams involved.
With the help of the LDP, 4–5 participants were promoted, and many others received positive feedback from their teams and managers, reflecting stronger leadership, collaboration, and alignment with organizational values.
Improved collaboration and seamless functioning across departments by strengthening communication, effectively managing resistance, and aligning stakeholders to the organization’s vision was seen by the steering committee.
Measurable progress and the cultivation of positive behavioral changes at work were reinforced through recognition by the steering committee.
Following the Leadership Development Program (LDP), Sudarshan saw a clear shift in monthly sales distribution. While earlier over 50% of sales typically occurred in the last 10 days, post-LDP data shows growing momentum earlier in the month. For instance, in January, 48% of sales were achieved by the 20th, and in February, that number rose to 60%. March followed suit with over 50% of sales happening before the final stretch. This reflects that improved planning, reduced last-minute pressure, and more consistent sales execution driven by the LDP can have transformative operational results.
Based on the feedback data, the Leadership Development Program (LDP) at Sudarshan Chemicals demonstrated consistently high participant satisfaction across all three modules. The Leading Others Module achieved the highest overall rating of 4.9/5, with participants particularly appreciating relationship building and coaching components while the Managing Change Module was well-received for its practical application of Kotter’s Model. The Foundational Module resonated strongly through CSR visits and Tree of Life exercises that enhanced self-awareness and value-based leadership. With 100% participation in feedback across all modules and ratings consistently above 4.7, the program successfully engaged leaders in meaningful development experiences that translated into improved collaboration, planning capabilities, and cultural alignment.
The LDP positioned Sudarshan Chemicals as a future-ready organization committed to developing leaders who drive performance, culture, and growth collectively.
Pragati Leadership designs and delivers learning and development journeys that create Inspiring Leaders & Successful Organizations.
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