Shahir Muneer, Founder and Director of Divo, started the company in 2014 and in less than a decade has established Divo as a large multi-platform online video network. Today Divo is present in Chennai, Bengaluru and Hyderabad with a roster of more than 1000 content creators, artists and influencers, and specialises in catering solutions for the South Indian market.
Shahir has worked with tech majors like HCL Technologies and Tata Consultancy Services for 8 years in marketing and project management in the media and entertainment industry.
In this exclusive piece, Shahir writes about how, despite the lockdown, both – Divo’s team and the business grew, and the initiatives his team and he took up to cope with the challenge of working remotely from home. He also speaks of the benefits of team engagements, and how the Divo team grew from 20 at the beginning of 2020 to more than 65 members now. Read on.
2020 has been a defining experience for many of us and it has been no different for us at Divo. While lockdown had us effectively at our homes, the business was running. While some areas like the AVOD revenues in our online video division came down, we were having an all-time high demand for our SVOD content on multiple OTTs.
We also saw a huge spike in our digital, content and influencer marketing division working on multiple projects simultaneously. Our studio clients had all their releases and productions hold, effectively curtaining a lot of content being held back or postponed indefinitely.
While some areas like the AVOD revenues in our online video division came down, we were having an all-time high demand for our SVOD content on multiple OTTs. We also saw a huge spike in our digital, content and influencer marketing division working on multiple projects simultaneously: Shahir Muneer
The biggest challenge was for our entire workforce to work remotely, and we had to rethink our approach across the spectrum of people, process, and technology. Certain restrictions came off, usually when hiring location was an important factor, and the lockdown made us to consider and hire multiple associates from Tier 2 and 3 towns.
We were able to get systems delivered to their doorstep, enable our process of communication and workflow, which otherwise we would have not set out to do. It also meant all of us could be close to our near and dear ones while during this period.
While the new normal is set, business travels are now video conference calls, physical signing of agreements is now few clicks, while these changes have efficiency, a certain comradery, rapport, and interpersonal relationship we have at the office place may get lost as communication is most of the time on emails and messages.
In terms of growth, we have witnessed a spike not only in terms of business but also in terms of our team strength, in 2020. At the beginning of 2020, our team comprised of 20 members which have now branched out to a solid 65+ member team with different roles and responsibilities.
Divo as a company realizes that strong team engagement leads to even stronger customer engagement, which can more than double company revenue and growth. With a strong focus on giving authority and the right guidance to succeed, each employee has been empowered to add value to their personal and professional growth simultaneously.
In terms of initiatives, the leadership has involved each member to explore their strengths and weaknesses and train them from client servicing to talent management, Crisis management and much more. The leaders make it a point to respect individual attributes and use them to the best of their capabilities.
Divo as a company realizes that strong team engagement leads to even stronger customer engagement, which can more than double company revenue and growth: Shahir Muneer
To battle the challenges that arise due to work from home, Divo engages in a form of “Synthesis” session wherein a leader in each department discusses current challenges and successes as well as changes in market position. In the first 15 minutes of the session, the leader shares current opportunities and discusses future possibilities to educate employees and help them see the bigger vision for the company.
The remaining time is devoted to open discussion on any question’s employees have about the organization and concerns that individuals may have about the business or daily activities.
We also stress on the importance of employee-led teaching programs in which we encourage employees to learn from each other. Due to the pandemic, it has become all the more imperative to ensure quality training and learning takes place across the team. The leaders and team members regularly engage in workshops that range from their strengths and learning to those that are essential to their roles. This initiative has helped foster collaboration and team support.
Taking all learnings and wins from 2020, we hope to derive the best practices forward and achieve bigger milestones in the year 2021!
