Developing the right growth strategy means that four types of issues need to be addressed:

  • Directional i.e. where are we going, what principles will guide us, etc. - these are questions addressing issues of RELEVANCE and usually require examining the mission and vision to see if they are still valid, and the aspirations of the team.
  • Ways & Means i.e. the strategies we will use to achieve our direction (value propositions, stakeholders addressed, products mix and features, market segments, etc.) and whether we have the financial resources and organizational capabilities to do so.
  • Journey Plan i.e. what is the route to success, what capabilities and/or assets need to be developed or used, the plan with milestone and responsibilities.
  • Execution management i.e. ongoing management of the various programs, projects and processes being used to drive the organization towards success.

Our approach and a sample of our experience can be viewed below.

Consulting Approach

Developing a strategy is hard.

Doing it in a way that it is adopted across the organization and is implemented is even harder.

With this in mind, and using my experience of consulting to different types of organizations, I've developed a unique approach that combines strategic planning with change management elements to assure a smooth and enthusiastic rollout.

Explore my Approach ->

Offerings

Steps

Strategic planning is about thoughtful decisions relating to the organization's future. Accordingly the way I develop a strategic plan is through a collaborative and participative process.

What We Deliver

  • Cross-organization Buy-in for change - the trends that are reshaping the organization's external and internal environment and making it essential for it to evolve/adapt for the future, including whether it needs to refresh its mission and objectives.
  • Identification of the Strategic Levers to be addressed by the whole organization and by individual business lines to achieve ambitions related to growth, competitive position, image, profitability, etc.
  • Growth Strategy by examining dynamics between the 3 key dimensions of growth – offerings, geographies, and customer segments - to develop organic and inorganic routes to growth.
  • A clearly defined Business Model with corporate and/or business strategies, with the supporting rationale for each.
  • Creation of a Business Plans downstream from the strategic plan, with functional-level plans and detailed financial projections.
  • A Change Road-map already baked into the strategic plan from the initial stages itself, with key aspects such as Board and Leadership governance processes for change implementation.

Sample Experience

(The following is a non-exhaustive list of engagements provided as a sample of total experience)

Strategic Planning for a large diversified Indian manufacturer of consumer products such as luggage, toys and furniture. The assignment involved the analysis of the various businesses to assess the long term potential for the group, the development of revenue generation  strategies and the examination of the downstream functional implications.

Corporate Planning for a producer of ceramic products. This involved an analysis of the industry structure and operating norms, an examination of the client firm’s capabilities and the design of appropriate competitive strategies.

Business Strategy and Corporate Transformation for a member of one of India’s largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.

India Country Strategy for US NGO – Operating for 15 years in India, this NGO had grown erratically, with 7 programs spread over 4 themes. This affected both funding as well as operational efficiencies. The engagement therefore rethought its rationale for existence in India, the thematic and program approach to be followed, proposed a shift in the operating model in terms of organization structure and support capabilities, and identified key factors required by changes in the internal and external environment to be addressed.

Strategy Review for a MNC dyes and chemicals manufacturer The project involved a review of the business strategy of the organization in light trends in the macro-environment and in user industries, and the formulation of recommendation addressing strategic and operational issues.

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