Uc strategy-strategy-implementation-practice-credentials
Download as PPTX, PDF0 likes37 views
The document discusses strategy implementation practices and emphasizes the importance of effective program management to mitigate implementation failure risks. It outlines the capabilities and focus areas of Universal Consulting India Pvt Ltd, providing insights into common reasons for strategy failure and detailing the role of a Program Management Office (PMO) in enhancing project execution. Confidentiality agreements are highlighted, ensuring that the information is only accessible to intended recipients.
![212020 Universal Consulting India Pvt Ltd© Confidential
Workstream Provisions of Bad Debt Costs
Project Leader Sales Manager
Project
Code
Channel 1
Priority H
Project Name Reduction of Bad Debts
Objective
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
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
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
Approved Decline
Project Charter3](https://image.slidesharecdn.com/uc-strategy-strategy-implementation-practice-credentials-200427081451/85/Uc-strategy-strategy-implementation-practice-credentials-22-320.jpg)
Uc strategy-strategy-implementation-practice-credentials
- 1. 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. 12020 Universal Consulting India Pvt Ltd© Confidential 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 STRATEGY’S prior written consent, which may be withheld by UC STRATEGY in its sole and absolute discretion. 12020 Universal Consulting India Pvt Ltd© Confidential
- 3. 22020 Universal Consulting India Pvt Ltd© Confidential
- 4. 32020 Universal Consulting India Pvt Ltd© Confidential 25 Years 995 Cases 350 Clients 54% Repeat Work 2.2 million Consulting Hours 22% Referral Work 60 People 4,500 Professional Development Hours p.a.
- 5. 42020 Universal Consulting India Pvt Ltd© Confidential 42020 Universal Consulting India Pvt Ltd© Confidential Significant Repeat Work 43 12 6 33 12 6 Big Pharma MNC 19 10 6 18 8 5 17 8 4
- 6. 52020 Universal Consulting India Pvt Ltd© Confidential Life Sciences & Medtech Agribusiness & Food Building Materials & Products Industrials Banking & Financial Services Industry Focus
- 7. 62020 Universal Consulting India Pvt Ltd© Confidential Capabilities Go-To-Market StrategyIndia Entry Strategy Growth StrategyFeasibility Study Diversification StrategyDistribution Strategy Supply Chain StrategyCommercial Due Diligence Partner Selection StrategyChannel Strategy Strategic Organisation ReviewBusiness Plan Strategy Implementation Strategy Implementation Program ManagementOffice Strategic Cost Management
- 8. 72020 Universal Consulting India Pvt Ltd© Confidential 72020 Universal Consulting India Pvt Ltd© Confidential Plans are just good intentions unless they immediately degenerate into hard work. -Peter Drucker
- 9. 82020 Universal Consulting India Pvt Ltd© Confidential 0 10 20 30 40 50 60 70 80 90 100 82020 Universal Consulting India Pvt Ltd© Confidential of strategies fail due to poor implementation 67% Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis
- 10. 92020 Universal Consulting India Pvt Ltd© Confidential 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 They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis
- 11. 102020 Universal Consulting India Pvt Ltd© Confidential 102020 Universal Consulting India Pvt Ltd© Confidential A Program Management Office (PMO) approach mitigates implementation failure risk
- 12. 112020 Universal Consulting India Pvt Ltd© Confidential Strategi c A Transformational B Functional C Transitiona l D PMO Archetypes
- 13. 122020 Universal Consulting India Pvt Ltd© Confidential Strategic A • Communicate to broader stakeholders Key CEOs Role • Blended CEOs PMO Role • Coach BU executives & project members • Analytical depth • Operational understanding Key PMO Capability • Weekly reports • Monthly all hands meeting Reporting Frequency • Ensure BU heads have context of projects • Provide requisite analytical/ strategic support to achieve goals Typical Goals Corporate direction setting Aligning independent BUs with corporate direction Project Types
- 14. 132020 Universal Consulting India Pvt Ltd© Confidential Transformationa l B Customer experience improvement • Set vision • Define end state • Review outcomes • Communicate to broader stakeholders Key CEOs Role • Supportive CEOs PMO Role • Set up transition architecture • Coach BU executives & project members Key PMO Capability • Weekly reports • Monthly all hands meeting Reporting Frequency • Achieving NPS of >50 • Increase automation of planning and fulfilment process Typical Goals Redesign and implementation of production process Project Types
- 15. 142020 Universal Consulting India Pvt Ltd© Confidential • Blended CEOs PMO Role • Clarify priorities • Set urgency • Define end state • Review outcomes & bottlenecks • Make decisions Key CEOs Role • Achieving a revenue target of X • Reducing SG&A spend • Preparation of relevant strategy material for fund raise Typical Goals Functional C Revenue Growth • Strategic perspective • Echo CEO’s voice • Analytical rigor • Operational understanding • Analytical rigor • Operational understanding • Set pace Key PMO Capability • Weekly reports • Monthly all hands meeting Reporting Frequency Cost Optimisation Supporting Preparation for IPO PE Entry & Exit Project Types
- 16. 152020 Universal Consulting India Pvt Ltd© Confidential Transitional D Post-merger integration • Define end state • Review outcomes and debottleneck Key CEOs Role • DIrective CEOs PMO Role • Set up transitional architecture • Ensure visibility for all stakeholders Key PMO Capability • Weekly reports • Monthly all hands meeting Reporting Frequency • No reduction in sales • Clarity of reporting structures • Preparation of relevant business strategy material for fund raise Typical Goals Post-investment transition Project Types
- 17. 162020 Universal Consulting India Pvt Ltd© Confidential • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals • 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 • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals • To align the portfolio of projects with an eye toward future strategy • Most important reason/ advantage of PMO PMO approach brings several sustained benefits Alignment Efficiency Accuracy Standardisation Communicatio n PMO Benefits
- 18. 172020 Universal Consulting India Pvt Ltd© Confidential 172020 Universal Consulting India Pvt Ltd© Confidential PMO Functions • Initiative prioritization • Initiative charter development • Initiative’s benefit estimation • Resource management • Milestone and KPI, KRA definition • Risk management Portfolio Management Governance Coordination Solution Design • Reporting structure • Status reporting • Escalation matrix • Issue escalation • CEO’s dashboard designing • CEO’s review cadence development • Stakeholder management • Communications • Cross functional team management • Extending support- methodologies, tools, templates etc. • Define • Diagnose • Deliberate • Develop • Deploy
- 19. 182020 Universal Consulting India Pvt Ltd© Confidential Project Review Cycles PMO Processes (5Ps) 1 Program Architecture 2 Prioritisatio n 3 Project Charters 4 Project Review Cycles 5 Progress Tracker • 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
- 20. 192020 Universal Consulting India Pvt Ltd© Confidential 19 Program Architecture1 Board Strategy Office Workstream Champion Functional Team CEO UC STRATEGY Functional Team PMO Roles and Responsibilities of Key Stakeholders • Set the high-level principles • Provide Strategic Guidance • Deal with conflicting priorities and high-level resource issues • Provide approval on milestones and KPIs • 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 • 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 • Execute day to day activities • Report to workstream champion about the progress and roadblocks if any
- 21. 202020 Universal Consulting India Pvt Ltd© Confidential Prioritisation2 High Low High Low Benefit Implementation Difficulty Increasing Return on Effort Defer Prioritise ‘Quick Wins’ ‘Strategic Initiatives’ Initiative I Initiative B Initiative A Initiative C Initiative D Initiative E Initiative F Initiative H Initiative H Initiative G Strategic initiatives typically require further investigation beyond that undertaken in the assessment phase (“complex”) initiatives Initiatives closer to the top right of the matrix provide high returns for relatively low effort and are prioritized The resulting matrix illustrates each initiative’s return on effort relative to other initiatives Quick wins are implemented immediately Initiatives are ranked based on ease of implementation and financial benefit 202020 Universal Consulting India Pvt Ltd© Confidential
- 22. 212020 Universal Consulting India Pvt Ltd© Confidential Workstream Provisions of Bad Debt Costs Project Leader Sales Manager Project Code Channel 1 Priority H Project Name Reduction of Bad Debts Objective 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 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 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 Approved Decline Project Charter3
- 23. 222020 Universal Consulting India Pvt Ltd© Confidential Project Review Cycles4 222020 Universal Consulting India Pvt Ltd© Confidential September S 4 11 18 25 M 5 12 19 26 T 6 13 20 27 W 7 14 21 28 T 1 8 15 22 29 F 2 9 16 23 30 S 3 10 17 24 M T W T F SS • 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 • 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 W • Program Group Review • All work streams • All projects • Steering Gp Issues • Updated trackers circulated
- 24. 232020 Universal Consulting India Pvt Ltd© Confidential 232020 Universal Consulting India Pvt Ltd© Confidential Level 1 Level 2 Level 3 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 Escalation Matrix5
- 25. 242020 Universal Consulting India Pvt Ltd© Confidential We have been implementing strategy for 25 years 2020 Universal Consulting India Pvt Ltd© Confidential We have been implementing strategy for the past 25 years 24
- 26. 252020 Universal Consulting India Pvt Ltd© Confidential 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@universalconsulting.com www.universalconsulting.com