Amreli Steels
Science of Thriving at a Leading Manufacturing Company
Leaders, Amreli Steels, 2026
The challenge
For the first time, the company's leaders were looking at the human side of performance. They had no benchmark for where they or their people stood, so there was no way to tell what was working and what wasn't.
What we did
- Leaders from across the organisation took the Thrive by Design assessment online, anonymously.
- Results were scored across Purpose, People and Performance against defined bands.
- Open responses on organisational values were read and grouped into themes by our team.
- Findings were shared as an aggregate team profile, with no individual results.
What we found
- People was the strongest layer. Leaders were consistently strong at supporting colleagues who were struggling.
- Purpose had the most room to grow. Leaders scored highest on situations about how they treat others, and lower on those that ask them to act on their own judgement: unfamiliar problems, doing the right thing at a cost, and disagreeing with a decision already made.
Everyone believes at work that they know it all but when we assessed our skills and the scoring came forward, my areas of improvement were highlighted. The entire purpose of this session was to make people self-aware.
Mohammad Hassan Ali, Head of HR
The best thing about the session is that the exercises helped us understand our purpose. We also understood about how we perceive our behaviour and how others perceive it in the workplace.
Noman Sajjad, COO
What leaders did next
- SKA developed a 6 month roadmap targeted for leadership development, especially in assertive communication and collaborative problem-solving, in a working session that followed.
- Each leader set individual and team commitments for the next week and the next 30 days.
What this means for you
If your leaders have never had a benchmark for how they or their people are doing, decisions about development are resting on instinct. Start with the leaders.
