BRANDED CONSUMER PRODUCTS
Premium Electronics
In mid-2013, undertook a strategy exercise for India operations of a high-end audio products company.
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Premium Electronics
In mid-2013, undertook a strategy exercise for India operations of a high-end audio products company. It coincided with the parents’ thrust on the products targeted at younger audience and the overseas markets. The exercise concluded with the ‘5-times scale up in 5 years’ of India business, the penetration to tier-2 cities for luxury and tier-3 cities for premium products, the investments in branding, the shift to divisional structure and large organisation mindset, and the inputs on balancing the global and the local in a worldwide corporation.
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OTC & Consumer Care
In latter-half of 2001 helped define the next stage of strategic evolution of one of the fastest growing and leading OTC...
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OTC & Consumer Care
In latter-half of 2001 helped define the next stage of strategic evolution of one of the fastest growing and leading OTC Pharmaceuticals company, in order to build upon the success of the last four years and to create an organisation capable of sustaining growth rates and profitability levels on a larger base and against the best of global competitors. A new organisational configuration, which institutionalises the functioning and core values of the company and which is consistent with the delineated strategic direction, was outlined. In mid-2006, was re-invited to be the ‘strategy advisor’ of company, and to guide the evolution of business and organisational and to help realise the potential. The invitation followed the resolution of internal issues and the strategic investment by a leading private equity firm.
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Lubricants
In latter half of 2001, guided and facilitated a “strategy group”, mandated to come out with fresh and breakthrough thinking...
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Lubricants
In latter half of 2001, guided and facilitated a “strategy group”, mandated to come out with fresh and breakthrough thinking on the direction of business in India, Middle East and South Asia, of one of the world’s ‘top three oil companies’ and the leader in lubricants sector in the region. Deliberations of the group, have contributed to the redefinition of the company's business in the region, from being a “lubricant specialist” to “beyond lubricants”, for the 2001 – 2005 period. The strategic redefinition, was aimed at revamp of lubricant brands portfolio; redesign of brand strategies; launch of fuel additives and other automobile care products; and most importantly, forceful entry into the ‘car & 2-wheeler’ service business.
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Jewellery
In 1996 completed a comprehensive 'Organisation Design' engagement, to transform a single business - family...
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Jewellery
In 1996 completed a comprehensive 'Organisation Design' engagement, to transform a single business - family managed organisation into a multiple business - professional organisation. A divisional structure accompanied with elaborate policies and procedures, adequate to meet the contingencies of a precious metals’ based business, was created. The slow and complex 'softer' aspects of change were superimposed over faster structure - systems changes.
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CYCLICAL INDUSTRIES
Shipping In late-2005 completed an engagement to define the broad contours of a distinctive strategy for one of the largest shipping...
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Shipping In late-2005 completed an engagement to define the broad contours of a distinctive strategy for one of the largest shipping companies in India. Taking cognizance of the high cyclicality and scale neutrality in tramp shipping and the high growth and emergence of new sectors in Indian economy; the diversification into one related and one unrelated areas, which would account for 2/3rd of company’s business in the coming decade, was recommended. Evolved the ‘way forward’ for implementing such a strategy.
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Iron & Steel In 1995 completed a comprehensive 'Strategic Management' exercise to delineate corporate strategy and...
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Iron & Steel In 1995 completed a comprehensive 'Strategic Management' exercise to delineate corporate strategy and organisation design, for one of the major basic and secondary steel company in the country. The engagement while reaffirming total focus on flat steel products, led to the implementation of an organisation design suited to consolidating fast-growing operations, while maintaining the growth momentum. The strategic roles were separated from operations, with adequate decentralisation, controls, and synergy exploiting mechanisms, etc.
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Cement & Allied Products In 1995, initiated and facilitated the process of corporate strategy formulation at the India's pioneering and leading...
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Cement & Allied Products In 1995, initiated and facilitated the process of corporate strategy formulation at the India's pioneering and leading cement company. The company attempted to redefine itself as an inorganic materials company, and the document ‘Strategic Plan: 1995 - 2000’ delineated a path of high growth and diversification. In 1996, proposed a new strategy and organisation design for the company's Advanced Materials Business. This business used strong in-house research capabilities and some alliances, to manufacture high technology materials and market them worldwide.
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ENGINEERING PRODUCTS AND SERVICES
Oil and Gas In mid-2012, a leading upstream seismic services company, which had seen majority private equity investments, was under-performing.
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Oil and Gas In mid-2012, a leading upstream seismic services company, which had seen majority private equity investments, was under-performing. The engagement took stock of the strategic situation and company’s evolution and evolved the strategy and organisation design for realising intended growth and valuation objectives. It repositioned the company for ‘integrated API solutions’, with requisite investments in equipment, technical skills and organisation building, revamped approach for existing segments, and entry into higher-end product-markets.
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Automotive In early-2011, did strategic-stocktaking of the automobile services business, which is part of the Group’s ambitious...
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Automotive In early-2011, did strategic-stocktaking of the automobile services business, which is part of the Group’s ambitious push into the after-market sector. The deliberations lead to clarifying and reorienting the positioning as ‘alternative to automobile dealers’ on a convenience platform and to quickly scaling-up the business nationwide through franchising. A roadmap was laid out for testing and fleshing-out the convenience positioning and for speedy transition of the business and organisation to the new strategy.
In late 2004 guided an initiative to institutionalise effective ‘Shadow Boards’ – a body of high calibre executives mandated to provide new ideas and concepts and a second view on strategic aspects. Shadow Boards of the two largest businesses and the corporate centre, took up strategic aspects such as overseas strategy, reconception of product portfolio, new diversification opportunities, strategic funds flow model. Besides enhancing capabilities of Shadow Boards and the impact on chosen areas, engagement suggested restructuring of the initiative and formalisation of processes and interfaces.
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Global Machinery In early 2006 evolved the strategic logic of ‘being locally responsive as well as globally integrated’. The company...
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Global Machinery In early 2006 evolved the strategic logic of ‘being locally responsive as well as globally integrated’. The company ($ 220 million in 2005) is a global leader in auxiliary printing and emission control machinery, with plants in US, Europe and Asia. Business and organisational approach in India, intends to – localise product offerings, complement manufacturing with China, and, leverage engineering and services advantages to redefine global value chain.
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Engineering Diversified In 1997 completed an engagement on the corporate restructuring and on the strategy and organisation design of various...
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Engineering Diversified In 1997 completed an engagement on the corporate restructuring and on the strategy and organisation design of various businesses, of one of India’s oldest engineering companies. The restructuring led to -- reorganisation of the company into five Strategic Business Units (Machine tools, Industrial marketing, Environment engineering, Textile engineering and Air-conditioning & refrigeration), with strategic and operational autonomy and accountability; establishment of a strong corporate office; abolition of branches and creation of independent regional sales organisation for each SBU, etc. In 1998 and 1999, assisted in institutionalisng organisational transformation and in facing unto adverse business conditions.
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VENTURE, TECHNOLOGY AND TRAINING
Agri-Tech Diversified In early-2018, undertook strategic stocktaking of a pioneering agri-tech venture. Founded by seven accomplished professionals in 2013,
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Agri-Tech Diversified In early-2018, undertook strategic stocktaking of a pioneering agri-tech venture. Founded by seven accomplished professionals in 2013, the venture is wholly focused on cannabis, had navigated and built requisite regulatory space, had attracted mutliple rounds of funding, partnered with domestic and overseas research institutions, and launched pharma, textiles and food products. The stocktaking led to -- a strategic logic of global footprint and risk-mitigation across businesses and value chains; a revenue objective of $ 25 million and strategic sustainability in four years; a functional structure, formalised performance management systems and meritocratic culture; and, an institutionalised board-driven governance setup.
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Technician Training In mid-2010 worked on conceiving the new and futuristic areas, for one of the oldest business houses in the country.
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Technician Training In mid-2010 worked on conceiving the new and futuristic areas, for one of the oldest business houses in the country. An initiative directed at the demand-supply gap in the technician training sector, and which will take the group into the services and social infrastructure, was conceived and pilot-tested. The radically innovative approach, included -- the 90-day technician training curriculum, compact content and scheduling, centre-based and replicable infrastructure and the input-output side branding. By late-2011, the initiative was validated for four skill areas, six batches of technicians were trained and placed, and it was cash positive and ready for scale-up.
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IT Training & Education In 1999-2000, helped formulate, implement and institutionalise a new strategy and organisation...
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IT Training &Education In 1999-2000, helped formulate, implement and institutionalise a new strategy and organisation design, for India’s leader IT training and education. Built upon a 'multi-core' divisional structure, the new approaches lead to forceful entry into 40 countries and cosolidation of position in domestic instructor-led IT education. Later, focus shifted to building depth in key overseas markets, especially China; and, responding to sharp downturn, by rationalising costs and developing new revenue streams. In 2003, strategised the merger with 'No. 3 player in IT Education', involving simultaneous restructuring of both the organisations around a "functional structure", realisation of merger synergies, new grade and performance management system, etc. Uptil mid-2006, guided the strategic evolution of business and organisation.
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Software Development In latter half of 1999, helped define and implement new ‘strategy and organisation design’ of a mid-rung software...
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Software Development In latter half of 1999, helped define and implement new ‘strategy and organisation design’ of a mid-rung software company. The business was restructured to focus on three areas with a functional organisation design. The Technology Based Training (TBT) business was later spun-off as an independent company, and the generic software and the E Business were merged with a group company.
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Industry Pioneers In 1992 carried out strategic assessment of the pioneers of Indian IT industry. Study tracked strategic choices and reasons...
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Industry Pioneers In 1992 carried out strategic assessment of the pioneers of Indian IT industry. Study tracked strategic choices and reasons therein, and identified key 'industry pioneer' characteristics as -- almost obsessive focus on growth, competencies in technology adaptation, vision and risk taking orientation of founders, and ability to learn from experience.
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SERVICES AND PROFESSIONAL ORGANISATIONS
Printing Solutions In late-2010, undertook a strategy exercise for one of the few corporate players in India’s largely unorganised printing sector.
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Printing Solutions In late-2010, undertook a strategy exercise for one of the few corporate players in India’s largely unorganised printing sector. The once a century discontinuity created by digital printing, is sought to be ridden to corporatise Indian industry and to grow ‘10x’. A “world-class institution for printing solutions” strategic configuration was conceived, which holistically addresses the various business, organisation and leadership considerations. The complex and sensitive transformation was meticulously built around the ‘preparatory’ and the ‘realignment and execution’ processes.
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Legal Services In early-2008 evolved an innovative – high growth configuration for a specialised and top-end law firm. Strategy aiming to...
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Legal Services In early-2008 evolved an innovative – high growth configuration for a specialised and top-end law firm. Strategy aiming to quintuple revenues in four years, relies on – the leadership in core practice and addition of complementing ones, the speed and scalability of ‘corporate-like’ organisation design, and the institutionalised mechanisms for creation of capital reserve. The constitution of a ‘governing board’ in a partnership firm is path breaking, and underscores the need for oversight mechanism for any kind of organisation. Specifically, it aids meritocracy and institution building and facilitates external inputs onto major decisions.
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Audit & Allied In 2001, completed an engagement to assist one of the oldest professional audit services firm in India, with issues related...
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Audit & Allied In 2001, completed an engagement to assist one of the oldest professional audit services firm in India, with issues related to – ways to respond to competition from international firms and cater to needs of globalising Indian companies, approach to improve competency levels, evolve the firm beyond a few individuals to an institutional entity. The engagement lead to definition of a new “institutionalised world class group” configuration – consisting of new strategy, innovative functional organisation structure, performance based compensation system, etc – and of a transformation path. In late-2006, was recalled to conceive the next configuration, which suitably builds upon rapid expansion in scale and scope, harnesses outsourcing opportunities, and takes the ‘Big Four’ global audit firms head-on.
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Retail In latter half of 2000 assessed the organisation design for the company that has emerged among the top three...
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Retail In latter half of 2000 assessed the organisation design for the company that has emerged among the top three players in the sector. Conceptualised a 'formalised – functional specialisation' based organisational framework and assisted in the launch of a corporate transformation initiative, for achieving leadership position in the sector and creating a culture of retailing excellence. The governance mechanism was strengthened by setting-up of a ‘supervisory board’, to address family issues separately and to enable undiluted professionalism in the organisation. On institutionalisation of the framework, focus in 2001-02 was to realise the positioning of “an innovative retail leader in India” through – launch of discount store format in India; introduction of hypermarket concept; category management approach, with unitary accountability from buying to in-store sales; etc.
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INSTITUTIONS AND ASSOCIATIONS
Exporters Association In mid-2011, the ten leading book printing companies of India, came together to create a position at par to that of China in the world.
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Exporters Association In mid-2011, the ten leading book printing companies of India, came together to create a position at par to that of China in the world. The strategy sought to take advantage of the ongoing discontinuity in global book publishing and printing industry, owing to the rise of e-books and book portals, and to leverage Indian’s strengths and standing in IT and ITeS. The proposition of ‘integrated solutions’ from pre-print to fulfilment, the marketing-led approach, the formation of jointly promoted company, projected a potential of $ 1billion within a decade, for which the details and the execution roadmap were fleshed-out.
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Livelihood & Skills Foundation In mid-2010, strategised for a foundation set-up by a large corporation in 1996, whose livelihood programme had grown to be about the largest in India.
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Livelihood & Skills Foundation In mid-2010, strategised for a foundation set-up by a large corporation in 1996, whose livelihood programme had grown to be about the largest in India. In recognition of the huge need of a young population for remunerative skills and sustainable livelihoods, a new ‘strategic configuration’ was evolved – Scaling-up of the activities ten times in five years, Thrust on non-corporate and self-employment livelihoods, Operational viability of delivery centres, Divisional structure for the three operating areas, and, Institutionalisation of management processes.
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Foundation for Industrial Development In early-2008 completed an engagement to define the strategic configuration and the roadmap for the future, of the foundation
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Foundation for Industrial Development In early-2008 completed an engagement to define the strategic configuration and the roadmap for the future, of the foundation established by UNIDO and the Ministry of Micro, Small and Medium Enterprises (MSME), for the development of industrial clusters. The configuration seeks to balance the expectations of three supportive groups (government, international agencies and private sector) and the needs of cluster initiatives at various levels and geographies, in the short and long-term. The role-based organisation structure and the consultancy-firm type systems and orientation, would help develop and synergise specialised capabilities and would ensure financial self-sufficiency and organisational continuity.
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Rural Management Institution In mid-2004, was invited to review the pioneering managementinstitution of the country, on completion of its twenty-five...
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Rural Management Institution In mid-2004, was invited to review the pioneering managementinstitution of the country, on completion of its twenty-five years. The ‘institutional review’ deployed a multi-modal methodology and suggested two strategic options for the future. Subsequent to deliberations, the ‘7-pronged’ recommendations related to – unequivocally committing to becoming a world-class management institution focused on the rural sector; increasing scale, scope and effectiveness of activities; significantly enhancing resource position to augment research output and infrastructure; formalising a clear and simple structure for the professional core; having formal plans and benchmarking with institutions on policies; adopting best practices of governance, and creating a culture of academic freedom and abiding excellence.
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Chamber of Commerce & Industry In early 2003, undertook an exercise to evolve the vision and the concomitant reorientation approach. The Chamber...
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Chamber of Commerce & Industry In early 2003, undertook an exercise to evolve the vision and the concomitant reorientation approach. The Chamber, founded in 1907, needed to find its bearing in a globalising Indian economy. Exercise lead to adoption of the vision, as "To be the numero- uno chamber of commerce and industry in terms of role, image, services and membership, with 3Gs agenda – Growth, Governance and Globalisation". Recommendations related to – engaging in three sets of activities i.e. advocacy, guidance and member support; restructuring Chamber organisation along the three activity areas; tightly aligning the functioning of committees for effective advocacy; forming task forces on the agenda themes, to influence the direction of Indian business, etc.
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