UC STRATEGY | Top Strategy & Management Consulting Firm in India

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• Strategy Implementation Practice

The materials contained in this document are
intended to supplement a discussion with UC
STRATEGY. These perspectives are confidential
and will only be meaningful to those in
attendance.
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2020 Universal Consulting India Pvt Ltd
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The strongest Indian challenger to the global
strategy consulting firms in India
RELIABLE RESPONSIVE RESILIENT
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25
1994
Years
350
995
Clients
2.2 million
Cases
Consulting Hours
54
22
Repeat Work
Referral Work
4,500
60
Professional Development Hours p.a.
People
5
Significant Repeat Work
43
33
19
18
17
Big Pharma MNC
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12
10
8
8
6
6
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5
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Industry Focus
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Capabilities
Strategy
Implementation
Go-To-Market Strategy
India Entry Strategy
Growth Strategy
Feasibility Study
Strategy Implementation
Diversification Strategy
Distribution Strategy
Supply Chain Strategy
Commercial Due Diligence
Program Management Office
Partner Selection Strategy
Channel Strategy
Strategic Organisation Review
Business Plan
Strategic Cost Management
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67
of strategies fail due to poor implementation
Source Carucci, R. (November, 2017). Executives
Fail to Execute Strategy Because Theyre Too
Internally Focused. Harvard Business Review , UC
STRATEGY Analysis
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Why Strategy Implementations Fail
Source Carucci, R. (November, 2017). Executives
Fail to Execute Strategy Because Theyre Too
Internally Focused. Harvard Business Review , UC
STRATEGY Analysis
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PMO Archetypes
A
B
C
D
Strategic
Transformational
Functional
Transitional
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Typical Goals

• Ensure BU heads have context of projects
• Provide requisite analytical/ strategic support
  to achieve goals

Project Types
Key CEOs Role

• Communicate to broader stakeholders

Aligning independent BUs with corporate direction
CEOs PMO Role

• Blended

Corporate direction setting
A
Key PMO Capability
Strategic

• Coach BU executives project members
• Analytical depth
• Operational understanding

Reporting Frequency

• Weekly reports
• Monthly all hands meeting

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Typical Goals

• Achieving NPS of gt50
• Increase automation of planning and fulfilment
  process

Project Types
Key CEOs Role

• Set vision
• Define end state
• Review outcomes
• Communicate to broader stakeholders

Customer experience improvement
CEOs PMO Role
Redesign and implementation of production process

• Supportive

B
Transformational
Key PMO Capability

• Set up transition architecture
• Coach BU executives project members

Reporting Frequency

• Weekly reports
• Monthly all hands meeting

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Typical Goals

• Achieving a revenue target of X
• Reducing SGA spend
• Preparation of relevant strategy material for
  fund raise

Project Types
Key CEOs Role

• Clarify priorities
• Set urgency
• Define end state
• Review outcomes bottlenecks
• Make decisions

Revenue Growth
CEOs PMO Role
Cost Optimisation

• Blended

C
Functional
Key PMO Capability

• Strategic perspective
• Echo CEOs voice
• Analytical rigor
• Operational understanding
• Analytical rigor
• Operational understanding
• Set pace

Supporting Preparation for IPO
PE Entry Exit
Reporting Frequency

• Weekly reports
• Monthly all hands meeting

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Typical Goals

• No reduction in sales
• Clarity of reporting structures
• Preparation of relevant business strategy
  material for fund raise

Project Types
Key CEOs Role

• Define end state
• Review outcomes and debottleneck

Post-merger integration
CEOs PMO Role
Post-investment transition

• DIrective

D
Transitional
Key PMO Capability

• Set up transitional architecture
• Ensure visibility for all stakeholders

Reporting Frequency

• Weekly reports
• Monthly all hands meeting

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PMO Benefits
PMO approach brings several sustained benefits
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PMO Functions
Portfolio Management
Governance
Coordination
Solution Design

• Initiative prioritization
• Initiative charter development
• Initiatives benefit estimation
• Resource management
• Milestone and KPI, KRA definition
• Risk management

• Reporting structure
• Status reporting
• Escalation matrix
• Issue escalation
• CEOs dashboard designing
• CEOs review cadence development

• Stakeholder management
• Communications
• Cross functional team management
• Extending support- methodologies, tools,
  templates etc.

• Define
• Diagnose
• Deliberate
• Develop
• Deploy

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Project Review Cycles
PMO Processes (5Ps)
Program Architecture
Project Review Cycles
Progress Tracker
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2
3
Project Charters
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Prioritisation

• Steering Group
• Program office
• Work-streams
• Enablers

• Projects ranked based on implementation ease
  benefit
• Quick wins implement priority
• Complex ones further planning

• Project owners
• Goals and targets
• interdependencies
• Risks

• Fixed weekly review
• Program office review
• Steering group review
• Other stakeholders review

• Projects at risk requiring action
• Delayed- effort to bring on track
• Completed and yet to start projects

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Roles and Responsibilities of Key Stakeholders
Program Architecture
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Board

• Set the high-level principles
• Provide Strategic Guidance
• Deal with conflicting priorities and high-level
  resource issues
• Provide approval on milestones and KPIs

CEO

• Develop the overall project sequencing
• Identify and manage work stream interdependencies
• Extend support in terms of providing tools,
  methodologies etc.
• Monitor, track and report project progress
• Provide problem resolution
• Co develop the solution

PMO

• Manage functional team
• Execute and deliver the desired/agreed
  KPIs/KRAs/outcomes of the initiatives
• Report to project manager (PMO) about the
  progress and roadblocks if any

Workstream Champion

• Execute day to day activities
• Report to workstream champion about the progress
  and roadblocks if any

Functional Team
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Prioritisation
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Initiatives are ranked based on ease of
implementation and financial benefit
Strategic Initiatives
Prioritise
The resulting matrix illustrates each
initiatives return on effort relative to other
initiatives
Initiative G
High
Initiative A
Initiative I
Initiative B
Initiative H
Initiative C
Quick wins are implemented immediately
Benefit
IncreasingReturn on Effort
Initiative D
Initiatives closer to the top right of the matrix
provide high returns for relatively low effort
and are prioritized
Initiative E
Low
Initiative F
Initiative H
Quick Wins
Defer
Strategic initiatives typically require further
investigation beyond that undertaken in the
assessment phase (complex) initiatives
High
Low
Implementation Difficulty
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Project Charter
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Project Name Reduction of Bad Debts
Targets
Target key customers Reduction of bad debts
Parameter Unit FY17 FY18 FY19 FY20
Provision of NPA INR (Lakh) 100 89 79 60
Bad Debts Written Off 40 35 25 15
Expenses 20 10 8 5
Workstream Provisions of Bad Debt Costs
Project Leader Sales Manager
Project Code Channel 1
Priority H
Objective Objective
Analyse the defaulters and focus on key customer segments Analyse the defaulters and focus on key customer segments
Resources Resource Constraint
Sales Head Regional Sales Representative M L
Risks Mitigation Action
Incomplete past data Irregular feeding of data variables Monitor the data to be fed regularly Use mobile devices to stream the process smoothly
Milestones Dates
Identify analytical framework to set up a database of defaulters Understand the key customer segments to be focussed Change the target key customer segment of the sales manager Review status with sales manager 30 Apr 17 05 May 17 07 May 17 10 Oct 17
Project Status Project Status
Approved Decline
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Project Review Cycles
4

• Communication of key issues/ themes for the week
• Updating of all trackers in readiness for the
  Program Office Review
• Individual work stream sessions held as required

September

• Program Group Review
• All work streams
• All projects
• Steering Gp Issues
• Updated trackers circulated

M
T
W
T
F
S
S
W

• Review of Program Office outputs
• Resolution of outstanding Program Office issues
• Preparation of steering group material

T

• Steering Group Review
• Overall status
• Strategic issues
• Red work streams
• Amber work streams
• Green work streams
• Next steps
• Weekly communications
• Schedule/ key events for next week

F
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2020 Universal Consulting India Pvt Ltd
Confidential
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Escalation Matrix
5
Escalation to
Who will Escalate
When to Escalate
How to Escalate
Directors at UC STRATEGY
Work stream Team Members/ LOB PMO Heads
Delays in following cases Data availability Non availability of people for discussions Any infrastructure related issue Support issue (from Client Team Members)
Continuous online escalation
Directors at UC STRATEGY and Client Corporate PMO Head
PMO members from Client UC STRATEGY Engagement Team members
If Level 1 issues are not resolved Major delays which may impact work plan (on critical path) Any issue which may severely impact the success of project
Through email and meetings immediately after the discovery of the issues and during weekly reviews
Client Steering Committee Head
Directors at UC STRATEGY Client Corporate PMO Head
If Level 2 issues are not resolved amicably
Through email and In person meetings
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2020 Universal Consulting India Pvt Ltd
Confidential
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We have been implementing strategy for 25 years
We have been implementing strategy for the past
25 years
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Confidential
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UNIVERSAL CONSULTING INDIA PVT LTD Amiti, E
Wing, 2nd Flr, Agastya Corporate Park Kamani
Junction, LBS Rd Kurla (W) Mumbai 400070,
India Tel [phone] strategy_at_universalconsulti
ng.com www.universalconsulting.com