What challenge(s) do our clients face?

A business strategy alone, no matter how strong or clearly articulated, cannot become a reality without the right people, in the right positions, with the right abilities at the right moment to implement it.

Yet, having the workforce in place to achieve the strategy, in terms number of people as well as technical and behavioral profile, is no easy feat.

Companies face numerous challenges when it comes to the planning and development of the workforce. Many of these, such as people attraction/retention or culture entropy, have remained a persistent challenge for all employers over the decades. However, others are new or have become exacerbated by an increasingly volatile market:

  • Digital disruption: Rapid technological changes require new skills of the workforce which are increasingly in demand
  • The need for agility: The increasingly dynamic environment requires companies and their workforce to be flexible and to be agile to change to respond market needs
  • Tight cost control: High competitiveness reinforces the need to be streamlined and control workforce costs – there is no room for over or understaffing
  • Diversity and different generations working together: Unique individuals, with different profiles, habits, and expectations must work alongside each other in a constructive and collaborative way despite more pronounced generational differences (GenZ vs Millennials vs Baby Boomers).

How do we help?

We help our clients understand the external and internal variables that affect their operations and think strategically to predict the workforce evolution and guarantee actions which safeguard their future.

We help our client to understand the gaps in their workforce today and typically across a horizon of 3 to 5 years and identify/prioritize actions to address them. This ensures the right quantity of people with the right skills is available for the right job at the right time.

We support our clients across a simple journey:

  1. To understand the company’s current reality in terms of business objectives, human capital and Human Resources processes, as they relate to employee recruitment, development and retention.
  2. To identify current and future gaps in competencies and the number of professionals needed, as well as current and future risks to the company achieving its strategic objectives considering internal and external factors.
  3. To create strategies and action plans that address the identified gaps. These may include recruitment or knowledge development plans.

What are the benefits?

  • Increased likelihood that strategic objectives are achieved through mitigating risks in human capital
  • Higher success rate in talent attraction and retention
  • Improved effectiveness of the Human Resources area, driven by better visibility/understanding of current and future workforce gaps and demand-supply dynamics in the market.
  • Increased efficiency in the company’s actions to develop its professionals and workforce
  • Improved company readiness to face future challenges and unpredictability

How does it work?

Big Management´s approach aims to ensure two key objectives (i) the connection and coherence between workforce planning and strategy, culture and people and (ii) a successful implementation.

As a human-centric practice inside of a strategy consulting firm, we ensure this challenge is addressed with an eye on both people and business. Often working side-by-side with our other practices, we build a deep understanding of the company strategy to understand its impact on workforce demand and technical skills. We couple this with a deep dive into the necessary culture to sustain the strategy, which identifies the necessary behaviors and competencies of the professionals within the organization.

As we believe that the success of a project depends on the success of its implementation, we work with our implementation professionals to guarantee a pragmatic action plan that is adherent to the client’s reality, with the involvement and participation of the client’s team from day one. This ensures not only ownership, but also that the client team can update the Workforce Planning when necessary, allowing it to become a continuous living process within the company.




One of the largest manufacturers of glass bottles in the world, was struggling to match the variable demand in its factories with its workforce planning.

With a very high demand variation and low predictability, and a blast furnace production line which could not be turned off, the challenge of the client was to be able to predict on a weekly basis how many workers they needed. The current process lacked flexibility and the workforce costs were difficult to control.




To address this challenge, together with senior professionals in the client we created a dynamic workforce planning process, acting across 3 work-fronts:

1) We developed a workforce simulator and a process flow that linked the factories and S&OP process with the HR area, making an annual budget for the workforce, monthly forecast, and weekly readjustment in line with S&OP revision.

2) We defined various strategies to increase workforce flexibility – training employees to be able to assume multiple roles, using temporary workers in high demand seasons and third parties when the actual vs predicted demand varied greatly.

3) We designed HR strategies which would support this dynamic – creating a ‘temporary works curriculum bank’ and conducting negotiations with 3rd parties to achieve favorable prices.




The governance process and simulator were fully implemented, delivering the key objectives for the company: visibility and control. It also led to a better mood within the factory staff due to increased certainty of working hours, better organization and communication.

It also delivered an overall reduction in total workforce cost through optimized allocations and improved contracts with 3rd parties.

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BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst

Nikhil Singh

BMCS India

Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies

Rishi Sinha

BMCS India

Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal

Knish Raj

BMCS India

Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.

Rajbir Kapoor