Snapshot of enParadigm's Leadership Simulation Workshop, April 24-26, 2013, Bangalore

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www.enparadigm.com
We are a group of IIM Ahmedabad alumni and faculty who design and deliver
simulation based experiential learning workshops for middle to senior managers.
Our Value Proposition
Engaging learning environment
Effective and hands-on approach
1300+ participants
Tailor made to company needs
Best-in class facilitation
41%
18%
11%
9%
7%
5%
3%
Sales & Marketing
Operations
HR
Finance
Engineering
Systems & IT
Purchase
Service
Project Management
Others
Participant Profile: Function Wise Participant Profile: Industry Wise
17%
14%
13%
8%7%
7%
6%
6%
3%
3%
Automotive Banking
Manufacturing Aerospace
Textiles Financial Services
IT Services Oil & Gas
Professional Services Power
Education Media
Pharma Telecom
Others
About enParadigm

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out of 150+ happy customers
Prominent Clients

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The
Objective

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What Strategy is NOT ?
 “Our Strategy is to internationalize”
 “Our Strategy is to outsource our Production”
 “Our Strategy is to increase our R&D budget”
 “Our Strategy is to increase our Market Share”
These are only steps in strategy execution
NOT strategy

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What is Strategy then?
A plan of action
to execute a series of steps
cumulatively over time
to create and sustain a unique position
in customer minds
giving a competitive advantage
to make profits sustainably
This is strategy

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The
Context

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Methodology
 30 participants grouped into 6
virtual companies of 5 each
 Assigned
Marketing, HR, Finance, Operatio
ns, R&D & CEO roles
 Companies competed with each other
 Each company formulated its business strategy and
implemented it over 7 quarters to make profits
 Workshop run on enParadigm’s customizable Learning
Curve TM software simulation platform.
R&D
Operations
HR
Marketing Finance

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 Participants ran mini robot companies
 3 geographies & 3 customer segments
Business Context
North America Asia Latin America
Original Equipment Value Added Wholesalers
Manufacturers Resellers

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DAY 2
Implementing Strategy
 Quarter 2
 Understanding
shareholder value and
return on equity
 Quarter 3
 Understanding
customer perceived
value and pricing
 Quarter 4
 Annual Industry and
Competitor Analysis
DAY 1
Formulating Strategy
 Understanding strategy
formulation
 Understanding the
business to be run
 Demo Quarter
 Formulating a strategy
for the company
 Understanding cash
flow
 Quarter 1
 Understanding financial
statements
DAY 3
Reviewing Strategy
 Strategy review - Board
meeting with Chairman
 Quarter 5
 Strategic alliances and
business negotiations
 Quarter 6
 Understanding strategic
thinking and positioning
 Quarter 7
 Debrief - Comparing
decisions and results
 Feedback and Review
Schedule

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The Business
Outcomes

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Industry Positioning by Q4
Matrix was in a good
position to sell to the
Wholesale market.
Autobots and Nextgen
were in a similar
position
Transformers, Robotic
s and Smaart were in a
better position to sell
to Resellers. There was
no clear differentiation
shown by any company
in Year 1.
LowCustomerPerceivedPriceHigh

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A fight for market share
Robotics ganied a
significant share of
VAR and OEM
market, partly because
of their differentiation
and partly due to the
industry stocking out
Matrix and Smaart
started the fight for
market share with
heavy spends in
marketing in Year 1

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Investment towards differentiation
Autobots invested
very little in R&D
as they targeted
wholesalers
Transformers and
Robotics invested
heavily in R&D.
Robotics let Smaart
catch up to them by
failing to invest in Q 6

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Profits under pressure
Matrix lost their
segment focus in Q7
and tried to sell to
everyone resulting in a
dip in profit
Robotics and
Transformers far
ahead of competition
on profitability due to
their unique position
in the reseller segment.

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The Learning
Outcomes

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What I learnt
 Impact of cross-functional decisions on the business performance
 Understanding of Impact if we remained in silos
 How to manage resources to increase effectiveness
 Understanding and creating a strategy for establishing a unique position
along line of value equivalence
 Looking for alternative solutions when things go wrong. What else can I
cover the lost ground with
 Clarity in strategic thinking and formulation of strategy to drive business
 Dynamics in cross-functional decision making
 Balance between strategy and execution
 Linking financial statements to strategy and cross-functional implications
 Importance of clarity of strategy and sticking to it
 Reading and analyzing P&L, balance sheet and cash flow
 Importance of forecasting
I think this workshop offered really very good insights in formulation
of effective strategies with respect to challenging market dynamics. I
would recommend this workshop to all those who are aiming at
leadership positions in top management in their respective
organizations.
Mihir Raja
GM - Marketing
Claris Lifesciences Ltd
enParadigm has created a wonderful
program for the senior managers from
diverse fields to come together and
share a platform for understanding the
decision making along with its overall
impact on the organization.
Rajan Sood
Zonal Head, Capital Market Group
Aditya Birla Finance Ltd.
I think it is a brilliant session for anyone
waiting to get into a general management
role.
Sunil Kumaran
Business Head
Reliance Broadcast Network Ltd.
I have been struggling to ensure that project
managers in IT have a sound financial view and feel
that this program can help give them the right base to
complement their technical skills. An Excellent
Simulation Program
Harish pani
Deputy Project Exective
IMB india Pvt. Ltd..

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What I will do at work
Rocky Noronha
VP – Freight forwarding Division
Fairmacs Shipping & Transport Pvt. Ltd.
enParadigm's Leadership Simulation
Workshop is a great workshop. As
mentioned it is a learning curve for every
senior manager which teaches to think
beyond your role.
A great workshop which makes us
realize the significance of small details
that we tend to overlook and the
impact it creates. Very good for cross-
functional learning
Mohit Bhagchandani
AVP – Business Operations & IP
S.E. TransStadia Pvt. Ltd.
A must for every budding
leader, without a financial
background
Joseph K George
GM - Sales
Schneider Electric IT Business
 Apply appropriate strategy. Immediately stop calling the steps of strategy as
strategy
 Look at my target dashboard with ROE perspective
 Try spending more time on deciding a long term plan rather than jumping in
the situations
 Look at the financial impact of any major business decision
 Market scanning, SWOT of competitors
 Cross-functional integration while taking decisions
 Educate the next level to understand the view point of other department heads
 Linking strategy to my work
 Financial planning and impact planning
 Study my company's P&L and Balance Sheet and evaluate decisions basis
impact on them.
 Continue to focus on profit making segment
 More customer segmented approach
Good simulation program. Opened
a lot of corridors of the brain.
Strongly Recommended.
Samrat Tewary
Zonal Head - East
The Mobilestore
enParadigm has created a mind
boggling program. I don't
remember attending such
interesting program with so much
learning.
Dr Ritu Rawat
Deputy Director Medical Services
Indraprastha Apollo Hospitals, Delhi

19. Gurgaon
Arun Subramanian
MBA, IIM Ahmedabad
+91 97 90820899
arun.subramanian@enparadigm.com
Bangalore
Hanuman Kamma
MBA, IIM Ahmedabad
+91 81 23185744
kamma.hanuman@enparadigm.com
Mumbai
John Cherian
MBA, IIM Ahmedabad
+91 97 25769408
john.cherian@enparadigm.com