Identifying Learning Needs

Lumière undertook a unique project for an MNC in September 2006, wherein we worked closely with a reputed management institute to put together a syllabus for key distributors in the 4 zones. The objective was to enhance skill sets of distributors with the objective of achieving greater business growth in the future

Lumière conducted focus groups among the distributors across the four regions. The research tool N-Light© IdeaCon was utilized to define learning needs, the scope of the syllabus, and the method of learning best suited to each region.

Designing Advanced Course Module

This MNC engaged us to further fine-tune the learning needs of its distributors based on recommendations that emerged at the end of the earlier exercise (the Foundation Course) conducted. Distributors who had earlier gone through the basic module participated in this study, which helped design a follow-up course designed to meet higher order knowledge needs. Extended Focus Groups were conducted to identify these topics for the Advanced Course.

Feedback on the foundation course was discussed in detail to understand changes if any that need to be incorporated, and topics where distributors required additional in-depth inputs were selected for incorporation into the advanced course. Additionally, issues that emerged as a result of this interface were also relayed to the client for resolution.

Lumière conducted a Perception Study for a leading publishing house in India in October 2005. The organization has a wide spread network of offices all over India and has publications in Hindi, Gujarati and English (or in 5 states). The study enabled the publishing house to understand the corporate perception among internal and external audiences.

The research laid the foundation for corrective measures to be taken to strengthen the relationship with close associates, clients and employees.

It helped identify the corporate values of the group, which are recognized and cherished by the external audiences.

Lumière has put together recommendations through N-Light© Corporate Image and N-Light© People on three fronts:
• Strengthening HR related activities for employees
• Identification of core values that the newspaper is identified with to be guarded as a non-negotiable
• Recommendations to build greater partnering among externSal audiences

Exit interview

is an activity Lumière has recently undertaken for an MNC in Mumbai. The objectives of the Exit Interview are:
• To allow for a formal yet ‘secure’ forum for the employee to voice his/her feedback in a balanced and mature way, thereby allowing for a professional and pleasant parting of ways
• To identify the key reasons for resigning and provide a deep understanding of employee needs vis-à-vis employment, changes in needs, reasons for dissatisfaction, triggers to change
• The feedback helps identifying problems, issues, and throws up areas of improvement within the organisation
• A well conducted Exit Interview helps ensure that employees feel satisfied after a fair forum for expression, thereby reducing the probability of causing negative buzz in and outside the organisation
All Exit Interviews are conducted either in person or telephonically with the highest levels of confidentiality. There is a formal report for each Exit Interview and a quarterly MIS report with recommendations.

1992 - 1996
1997 - 2001
2001 - 2007
2013 - 2019


Deepa starts working at Hindustan Unilever Ltd., and after working there for a few years decides to take a career break to take care of her son. The family plans to move to Jamaica, and she wishes to resume working. There are not a lot of opportunities post a career break for her, and this makes her realise the plight of women all across the world who are trying to resume working after taking a break. The seed for Lumière is planted. Deepa joins J.A. Young Research Ltd. to get back to her roots, and ultimately decides to start her own firm under her CA's advise.



Start of Lumière Consultancy in Jamaica



The family is aching to return to India, and post the birth of her second child, Deepa gets an offer from HUL to rejoin them. She has an itch to make it on her own, and so declines. This results in a different type of engagement between the two, and Lumière engages exclusively with HUL by expanding their scope. Deepa builds a stronghold in consumer behavior, and Lumière develops into an entity of its own. Inception of 'Consumer Centricity', which is their future key to strength, begins. With an expansion in their work, they need more resources and a group of like-minded talented professional women to join the team. Lumière gives them solace, a place to grow, rebuild their careers, and achieve goals beyond their expectations. They begin with mentoring initiatives, with an urge to inspire young individuals. People approach them through word-of-mouth, references, and to create opportunities beyong market research, Lumière becomes a Pvt. Ltd. company.



An opportunity arises to be a part of something big, to analyse the growth mindset and the creation of a best practice document for sequential recycling. Lumière makes an impact across categories and branches into Product Testing and Category Creation.



Lumière touches ₹ 1 crore. Their brochure is presented at MRSI. The company turns 10, and Milind joins the team as an observer. This becomes the phase of Lumière's upheavel: from scaling up, digitization and automation of processes, to plugging in leakages across departments and accounts. Their billings reach ₹ 3 crores.



Rashmi Bansal dedicates a chapter of her book 'Follow Every Rainbow' to Deepa and Lumière. The company enters adulthood, and they facilitate change management for Lumière. The introduction of the Gallup Strengths to the portfolio is a game changer. A revamp of the technological infrastructure ensues, giving way to an articulation of Lumière 3.0.