UC | Top Strategy Implementation Consulting Firm in India

1
Amsterdam
Copenhagen
Hamburg
Mumbai
New York
Oslo
Singapore
Stockholm
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.
2
Terms of Use
The contents of this document are strictly
confidential and are intended for use by the
recipient only. The information provided by
Universal Consulting India Pvt Ltd (UC STRATEGY)
in this document may not be disclosed,
summarized, excerpted from, or referred to,
published, or reproduced in any form, to any
person outside the recipients business
organization, or to any other company (including
any other professional services firm) without
UC STRATEGYS prior written consent, which may be
withheld by UC STRATEGY in its sole and absolute
discretion.
1
12019 Universal Consulting India Pvt
Ltd Confidential
3
2
4
25
Years
350 Clients
990 Cases
2.2 million Consulting Hours
54 Repeat Work
22 Referral Work
4,500 Professional Development Hours p.a.
60 People
3
5
Significant Repeat Work
43
33
19
18
17
Big Pharma MNC
12
12
10
8
8
6
6
6
5
4
4
42019 Universal Consulting India Pvt
Ltd Confidential
6
Industry Focus
Building
Banking
Agribusiness
Life Sciences
Materials Products
Industrials
Financial Services
Food
Medtech
5
7
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
2019 Universal Consulting India Pvt
Ltd Confidential 6
8
Plans are just good intentions unless they
immediately degenerate into hard work.
-Peter Drucker
7
72019 Universal Consulting India Pvt
Ltd Confidential
9
67 of strategies fail due to poor implementation
50
40
60
70
30
80
20
10
90
0
100
Source Carucci, R. (November, 2017). Executives
Fail to Execute Strategy Because Theyre Too
Internally Focused. Harvard Business Review , UC
STRATEGY Anaysis
8
82019 Universal Consulting India Pvt
Ltd Confidential
10
Why Strategy Implementations Fail
Organisational Misalignment
Unactionable Strategy
Ineffective Monitoring
Unclear Plan
Inexperienced Management
Source Carucci, R. (November, 2017). Executives
Fail to Execute Strategy Because Theyre Too
Internally Focused. Harvard Business Review , UC
STRATEGY Anaysis
9
11
A Program Management Office (PMO) approach
mitigates implementation failure risk
10
102019 Universal Consulting India Pvt
Ltd Confidential
12
PMO Archetypes
A Strategic
B Transformational
C Functional
D Transitional
11
13
Typical Goals

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

Project Types
Key CEOs Role
Aligning independent BUs with corporate direction

• Communicate to broader stakeholders

• CEOs PMO Role
• Blended

Corporate direction setting
A Strategic
Key PMO Capability

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

• Reporting Frequency
• Weekly reports
• Monthly all hands meeting

2019 Universal Consulting India Pvt Ltd
14

• 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

2019 Universal Consulting India Pvt Ltd
15
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

2019 Universal Consulting India Pvt Ltd
16
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

2019 Universal Consulting India Pvt Ltd
17
PMO Benefits

• To enhance coordination and communication amongst
  various internal divisions, project teams
• To improve decision making in line with overall
• strategic goals

Standardisation

• To ensure optimal allocation of funds amongst
  projects
• To assign resources based on capabilities
• To ensure efficient prioritization given various
  constraints

• To understand the linkages, dependencies between
• various projects in the portfolio
• To increase accuracy of projects in terms of the
  budget, resources and schedule associated with
  them
• To reduce likelihood of project failure

Alignment
Efficiency

• To enhance coordination and communication amongst
• various internal divisions, project teams
• To improve decision making in line with overall
  strategic goals

Communication
Accuracy

• To align the portfolio of projects with an eye
  toward future strategy
• Most important reason/ advantage of PMO

16
18
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

17
172019 Universal Consulting India Pvt
Ltd Confidential
19
PMO Processes (5Ps)
Program Architecture
Project Review Cycles
Progress Tracker
Project Charters
Prioritisation
1
2
3
4
5

• 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

18
20
Program Architecture
Roles and Responsibilities of Key Stakeholders
1
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

Strategy Office
PMO
UC STRATEGY
Functional Team

• 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
19
19
21
Prioritisation
2
Initiatives are ranked based on ease of
implementation and financial benefit
Strategic Initiatives Initiative G Initiative A Initiative B Initiative C Prioritise Initiative I Initiative H
Defer Increasing Return on Effort Initiative D Initiative E Initiative F Initiative H Quick Wins
The resulting matrix illustrates each
initiatives return on effort relative to other
initiatives
High
Quick wins are implemented immediately
Benefit
Initiatives closer to the top right of the matrix
provide high returns for relatively low effort
and are prioritized
Low
Strategic initiatives typically require further
investigation beyond that undertaken in the
assessment phase (complex) initiatives
High
Low
Implementation Difficulty
20
202019 Universal Consulting India Pvt
Ltd Confidential
22
Project Charter
3
Project Name Reduction of Bad Debts Reduction of Bad Debts Reduction of Bad Debts
Workstream Provisions of Bad Debt Costs Project Code Channel 1
Project Leader Sales Manager Priority H H
Targets Targets Targets Targets Targets Targets Targets
Parameter Unit FY17 FY18 FY19 FY20
Target key customers Reduction of bad debts Provision of NPA INR (Lakh) 100 89 79 60
Target key customers Reduction of bad debts Bad Debts Written Off 40 35 25 15
Expenses 20 10 8 5
Objective
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
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
Project Status
Approved
Decline
21
23
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

M
T
September

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

S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30
W
S
M
T
W
T
F
S

• 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
222019 Universal Consulting India Pvt
Ltd Confidential
24
Escalation Matrix
5
Level 1 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
Level 2 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
Level 3 Client Steering Committee Head
Escalation to

• Directors at UC STRATEGY
• Client Corporate PMO Head

Who will Escalate
If Level 2 issues are not resolved amicably
When to Escalate
Through email and In person meetings
How to Escalate
222019 Universal Consulting India Pvt
Ltd Confidential
25
We have been implementing strategy for 25 years
We have been implementing strategy for the past
25 years
222019 Universal Consulting India Pvt
Ltd Confidential
26
UNIVERSAL CONSULTING INDIA PVT LTD Amiti, E Wing,
2nd Flr, Agastya Corporate Park Kamani Junction,
LBS Rd Kurla (W) Mumbai 400070, India Tel
912266222100 strategy_at_universalconsulting.com
www.universalconsulting.com
2019 Universal Consulting India Pvt
Ltd Confidential 25