The success of Vik Bansal can be tracked down to his comprehensive improvement of Cleanaway. Whereas it could be ideal as a new business leader to introduce cosmetic modifications like design and branding, Vik Bansal had other ideas. He concentrates on the establishment of a business operating model. His efforts centered on developing a profound base that would facilitate successful improvements in the future.

For Vik Bansal, the technical issues at Cleanaway, general strategy, and the engagement and behavior of the management team members are interconnected. They tell the narrative of how the enterprise operates, and through rectifying courses in such sections, he identified the costly areas. Vik Bansal sought to be straightforward with team members at Cleanaway. He was open and honest with them right from the start.

This enabled them to find their ground and cut unnecessary costs. After making a stellar turnover, the workforce at Cleanaway appreciated his efforts in maintaining transparent communications. Most new business leaders are eager to make a fast impact. However, Vik Bansal was at first hesitant to take on rebranding at an early stage of his tenure.

After correcting the operating model, the Cleanaway CEO realized the detrimental effect of functioning as a multi-brand venture. Vik Bansal made a tentative proposal to the investors, executives, and workers. He discovered that everyone was rooting for the idea, and no one had any objections.

Cleanaway is one of the most notable brands throughout corporate history in Australia. As such, it was only logical to mix things up a bit, given a chance to create an entirely new brand image. The rebranding involved a new purpose and mission statement that focused on creating a sustainable future.

Background Details

When it comes to achieving sustainability, a company needs to be an advocate for positive change. The organization has to be a thought leader in the field of waste management.

Connect Vik at professional network: http://Linkedin.com/in/vikbansal2903/

Tags: