Building network planning and last-mile operations capability at Larsentoubro Finance

Larsentoubro Finance approached the corporate learning desk with a capability problem in network planning and last-mile operations. The presenting symptom was volumes growing faster than the supervisory bench, with route and hub decisions taken on experience alone.

Discovery ran across three sessions with the L&D team and the business heads who owned the gap. The population in scope came to 1,611 employees, spread across levels, which ruled out a single course and pointed towards a levelled structure.

We built a role-level competency matrix with the Larsentoubro Finance HR team and baselined the population against it before any content was written. 4 programmes were then designed against that matrix, each module traceable to a named competency.

Delivery ran in 4 waves so the business was never short-staffed, with roughly 113 line managers briefed on what their teams were being asked to do differently. Every live session was recorded, and the schedule was built around the logistics operating calendar rather than faculty convenience.

Cohort completion settled at 84%, measured as learners who cleared every assessment, not as learners who attended. The same competency instrument used at baseline was repeated at the close of each wave.

The end-of-engagement review with the sponsor covered movement against baseline, the effect on cost-to-serve on priority lanes, and — as in every iAdmit review — the design decisions that did not work and were changed between waves.