| | | Proposition | | | | Dr. Rajnish Karki personally handles the entire engagement, with inputs from finest experts in relevant areas and assistance from internal and external resource persons. To ensure adequate attention to the sensitive, high stakes and complex issues at hand, the work is limited to about five organisations at a time. | | | | Organisations need to be in 'fit' or alignment with their environment, in order to achieve superior and sustainable performance. The 'fit' often gets disturbed, due to major changes in competitive and socio-economic environment and due to internal changes like rapid increase in size, shift in stakeholder expectations, etc. And to restore the 'fit', organisations need to undertake changes in their being periodically.
The 'fit' has two aspects - "external fit", defined in terms of strategy or business model, and "internal fit", defined in terms of consistency between organisation design or model with strategy and between various components of organisation design i.e. structure, management systems, managerial style, organisation culture, etc. Performance levels can be considerably enhanced by improving the fit of strategy or organisation design or both, of an organisation.
The governing objective of advisory engagements is to bring about significant and sustainable improvements in performance, through conceptualisation, implementation and institutionalisation of effective strategy and organisation designs.
The engagements typically address issues related to: - Conceptualisation of breakthrough corporate and business strategies - objectives, competitive stances, organisational competencies, resource acquisition and deployment, etc., and of the change path from current to the desired strategy.
- Conceptualisation of inovative organisation designs and its various components, consistent with the existing strategy or the desirable strategy, and the delineation of the transition path from the current to the desired organisation design.
- Development of momentum for change and the ownership and commitment for the desired strategy and organisation design, among key stakeholders.
- Implementation of framework setting choices - new business initiations or divestitures, functional strategies, development of synergies, business policies, etc. with respect to the new strategy; and, structure, fitment of personnel in new roles, planning and information flow systems, review & performance management systems, etc. with respect to the new organisation design.
- Development of distinctive and complementary competencies and institutionalisation of cultural and behavioural changes, concomitant with the new strategy and organisation design.
The specific objectives, research and analytical approach, and the sequence and schedule of activities for an initiative, are defined as per the situation of an organisation. An optimised combination of expert and process modes of consulting is deployed, by taking on the roles of expert, facilitator, objective and apolitical analyser, and strategic synthesiser. The guiding premise is to relate with the aspirations and values of organisation members and to help implement fundamental changes fast, with aplomb and without creating organisational upheaval. | | | | | | HOME ADVISORY RESEARCH PROPOSITION PROFILE CONTACT | | | |
