SlideShare une entreprise Scribd logo
1  sur  6
Télécharger pour lire hors ligne
Delivering outcome based Business Transformation
             ...insights from trenches
        Usha V, Asst Consultant, Strategy & Finance Group
Introduction

A Much often quoted example is that of an Eagle which has        When companies realize they need to mend their ways
to undergo a painful process of rebirth where it has to          of collecting, processing and reacting to the enquiries,
remove and regrow its Beak, Feathers and Talons. While           the transformation agenda unfolds. The major
ornithologists may not agree with this, many management          objectives of transformation are: a)To attain increased
books and CEO use this as a great example of change. But         ownership amongst stake-holders, b) Efficient process,
for Organizations, this will hold true anytime where they        c) Increased Organizational responsiveness, d) Goal
have to let go of the current state and reinvent and redefine    congruency across the organization          (innovation,
themselves in terms of increased Productivity, Better Sales,     revenue generation) and e) exit unprofitable/non-
Efficient Functioning for which they’ll have to undergo          growth business and enshrine high growth business.
Multiple, non-standardized set of Changes and be bull-
headed against resistance at various stages of the process       Increased focus on ownership is to bring back the
till it reaches the desired goal. Changes are a necessity when   entrepreneurial zeal into the organization. Employees
efficiencies are low, outcomes paring below expectations         not only feel the need to adhere to do what is being
and growth is alluding.                                          told, but think of novel approaches to engage
                                                                 customers, acquire newer skills, develop new teams,
Why does this happen?. Why and how do companies reach            etc. Efficiency of process, structures is to create lean,
this deplorable stage?. The reasons could be many. In the        mean and efficient system. Elimination of unwanted
founding years, engagement with the customer is direct, and      layers of administration, redundant processes and
senior management is actively involved in several touch          ineffective administrative mechanism leads to
points. As the organization grows, an essence of formalization   efficiency.
sets in, layers of management get added. Visibility of
processes, operational insights often tend to get filtered and   Organizational responsiveness, both internally and
morphed.                                                         externally, has to move from being complacent and
                                                                 reactive to proactive. Increased responsiveness aids in
Over period companies commit several blunders including:         uncovering the latent demand much before the
    1) Many business lines added without considerations of       competition wakes up to it, create and position newer
       economies of scale or economies of scope.                 services that delight customers and help the company
    2) Diffused ownership of business and process leading        play the price advantage regime.
       to ineffective sense and response to opportunities.       Complete alignment between the different groups,
    3) Redundant and ineffective layers of management,           functions and at all levels of organization is required to
       adding to cost woes and dragging profits.                 achieve goals, be it of innovation or revenue
    4) Mushrooming of Unproductive and commoditized              maximization. Groups at loggerheads of performances
       services/products with no margin growth.                  or activities run the risk of sending mixed signals to the
    5) Jaded and repetitive sales and marketing approaches       markets and affecting the revenue flows. Finally,
       with no clear focus on acquisition and account            transformation is also the process of shedding less
       management.                                               productive business areas or products and replacing
    6) Ineffective Performance systems and incentives.           them with higher value adding activities.
    7) Lack of clear and objective communications both
       internally and externally
There are several models of change management or                    In our approach we start by identifying the symptoms,
transformation in literature. Nadler and Tushman (1989)             classify Key areas to target in short term that would
transformation framework of Scope-Means-Ends, or Lewin              fundamentally alter the business model of the company,
(1947) 3-step process or Senge et al., (1999) systematic model      focus only on few key aspects of the changes first, allow
or Kotter (1996) eight step approach or many other                  iteration and localized experimentation and increase the
approaches. Our experience of guiding and managing                  scope with smaller wins at different intervals so that overall
business transformation at companies like Progressive               motivation for transformation exists all through the life-
Infotech, Super Seva or Source Edge indicates no one single         cycle.
framework aid in completely designing and managing the
process and means of business transformation. We worked             Data and analyses stage consists of collecting data from
with the frameworks from literature and combined them with          multiple sources, in both subjective and objective form, and
the valuable insights of clients and our own judgments to           across different functions. Typical financial data we analyze
arrive at workable solutions.                                       are Return on assets, Return on equity, Operating Profit
                                                                    margin, Operating Performance and Financial leverage. We
The business transformation process consists of four stages as      also evaluate the changes that can be made in operating
shown in Figure 1. In the first stage, similar to physician         performance, financing, or to increase the income
analysis framework the emphasis is on collecting the right          generating capacity of the business, fundamentally Cost-
data to diagnose the current state of the organization. Based       Volume-Profit Relationship.
on this insight appropriate solutions are configured with
participation deliberations of key actors at all levels. Process,   On the sales side, we capture sales volume, domestic Vs
structures and measures are rolled out and improved further         international revenues, their growth in last 3 yrs, no of new
based on implementation feedback. The outcomes are                  customers    acquired    in   each   quarter/year,   Margins
measured, newer interventions are planned and                       achieved , Number of sales Partners, Predictable Sales,
transformation is extended to cover higher horizons and             Country Spread, Market Share by Segment, Sales through
larger scope.                                                       Channels, etc . Data about customers such as Customer
                                                                    Satisfaction, Percent of Repeat business, % of revenue by
Figure 1: Stages of business transformation
                                                                    the biggest customers, etc is analyzed. On the HR side,
                                                                    attrition levels, FTE VS PTE, Innovations and awards, etc is
                                                                    captured.

                                                                    To create and configure appropriate solutions, we interpret
                                                                    the data and juxtapose the analysis on two well-known
                                                                    frameworks. First one is the Nadler and Tushman (1989)
                                                                    transformation framework to extrapolate what changes
                                                                    could be brought out in Scope (Enterprise, functional or
                                                                    activity level) – Means (Task, Technology, etc)-Ends (cost,
                                                                    perception, offerings). Second, is the PSPD framework
                                                                    evolved by several companies to manage their sales process
This framework is consistent with Senge et al., (1999)              initially, but could be applied to overall business
systematic model approach of “start small, change steadily,         transformation.
do not plan for all events and manage challenges as they
unfold”.                                                            Let’s enumerate the PSPD framework in detail. P stands for
                                                                    profitability, S for sustainability, P for predictability and D
                                                                    refers to de-risk. Profitability captures the margins, average,
                                                                    high and low, projects and business with low margins and
                                                                    those with higher margins, profitability loss in case of
                                                                    rework, higher discounts to dealers or resellers, etc.
                                                                    Sustainability refers to the ability to service particular
                                                                    segments of business, required investments to keep the
                                                                    relationship going, commoditization and product platforms
                                                                    to choose, etc. Predictability refers to the Qtr on Qtr
De-risking refers to mitigation across product segments,
                                                                   Fig 3: Redesigning features for Organizational
customer groups, regional markets, market segments
                                                                   transformation
(enterprise Vs SMB), etc. First grand solutions that could alter
the very business model of the company, in terms of what           Consolidation              Re-Align the teams, their work,
new products/service, what economic value would be                                            train them accordingly, Re-
added/deleted, how revenue would be generated, how many                                       define their roles, Goals,
revenue streams and what options for revenue capture,                                         Expectations,            Deadlines,
delivery and engagement models are enumerated. The                                            Reformations          in     Sales
solutions are evaluated from PSPD and Nadler and Tushman                                      Practices, Sales Script, Up-
(1989) frameworks.                                                                            selling of their products and
                                                                                              Services
 Figure 2: PSPD Framework
                                                                   Elimination                Non-Performers,              Make
 Profitability                    Sustainability                                              Relevant changes in the Org
                                                                                              Structure,           Redundancy,
                                                                                              incomplete processes, Under-
 EBITA, number of revenue         Fixed and variable
                                                                                              Utilization of resources.
 sources, profitability by        investments to manage a
                                                                   Outsourcing                The Focus should lie on the
 product line and product         business volume, fixed costs                                activities    that      give    the
 segments, revenue losses, up     of servicing an account                                     company         its      revenues.
                                                                                              Outsource        activities     like
 sell and Cross sell of
                                                                                              Payroll, Recruitment, Supply
 products and services,                                                                       Chain Management, Training,
 closure of non-profitable                                                                    auditing, entire accounting
                                                                                              function, Tax Management and
 business, etc.
                                                                                              Invoicing,               Marketing
                                                                                              Communications.
 Predictability                   De-risking                       Creation                    New relevant positions, Align
                                                                                              Practice and Sales Divisions to
 Robustness of business and       Customers, products,                                        diminish the communication
                                                                                              gap,           Enter           new
 products and economic            market, partner revenue
                                                                                              markets/Geographies, Re-look
 cycles, complementary            contributions and how to                                    and broaden the scope of
 business (shoulder & peak),      spread them wide                                            Target Customers, Clients,
                                                                                              Business Partners, Re-work on
 sales funnel growth, funnel
                                                                                              the Sales Funnel, Maintain a
 robustness, closure                                                                          amicable relationship with the
 management, partner                                                                          Account Managers of the
                                                                                              company with whom the
 maturity and closures, etc
                                                                                              Partnership is built.


Initially several solutions are generated and grand solutions
                                                                   Solutions are discussed and vetoed by the transformation
are brainstormed using either Delphi or any other system
                                                                   committee and the implementation committee consisting
dynamics approach. Teams consisting of both client and
                                                                   of members across functions and at different levels within
consultant representative are explicitly probed to seek out
                                                                   organizations draw their implementation plans, seek
opportunity for efficiency by adopting any of the following
                                                                   investments and other approvals and own roll outs. Process
strategies: consolidation, elimination, outsourcing and
                                                                   changes, and associated measurement tools are tracked
creation.
                                                                   and discussed both at implementation committee level and
                                                                   strategic transformation group level.
In our experiences, many finer changes to sales structures,   Our business transformation experience has taught us few
partners and marketing happen in the first few weeks          do’s and don’ts which are presented below.
corroborating Senge et al., (1999) approach.
                                                                    Do’s
       Short term:                                                 Create process, product and change owners at all
                                                                    levels
   -   Holding weekly and monthly reviews with the Sales
                                                                   Top management team has to consistently create the
       Team, Practice heads, Finance Manager, HR                    sense of urgency (see Kotter 1996)
       Manager in the presence of the CEO, CTO.                    Keep challenging the assumptions and nay say, ask
   -   Conduct quarterly review of sales Updates, Status of         for data
       the Projects, Marketing activities, etc                     Top management must set all teams to “smaller
   -   Remove resource/ practices and hire new resource             wins” all across the life-cycle of transformation
       or start working on new practices                           Top Management must trade loyalty-capability right
                                                                    upfront and create a health atmosphere where long-
   -   Eliminate confusions by helping in transparent
                                                                    term loyal, not so well endowed employees continue
       communication.
                                                                    to blossom in new roles
                                                                   Communicate the changes to the employees and let
       Medium term:
                                                                    it percolate to various levels.
   -   Half-Yearly review of sales, customer conversions,          Hold weekly reviews with the practice heads, the
                                                                    sales heads, back-end sales in the presence of the
       attrition rates, number of new business partners
                                                                    CEO and other decision makers.
       added etc
                                                                   Know the status of the Ongoing projects, any Lag in
   -   Guide them by suggesting the new technologies to             the delivery time, If the sales are happening, the
       adopt, business opportunities to look into, and new          messages or signals from the Market, customers,
       markets to tap.                                              Partners.
   -   Enable each of them to become owners of change.             Improvisation is a continuous process and sometimes
   -   Help them Imbibe a sense of urgency and a sense of           it is necessary to tweak certain areas after the
       responsiveness to the environment.                           implementation has been done.
                                                                   A need to re-look at the activities from a customers’
                                                                    perspective and state what the customer would like
       Long term:                                                   to hear and re-define the solutions in a way that
   -   Help them to think futuristically and try to bring in a      would address the customers’pain areas.
       picture of the trends in the market one or two years
       from now and the kind of technology that will be
                                                               Some don’ts
       used and the customers’ demands in future.
   -   Annual review of business performance, product              Do not attempt transformation if the company do
       and services expansion, business growth, new                  not want to walk the talk
       verticals and geographies entered, etc are                  Some resources may have be let go, including people.
       measured. Over period, the scope of the                       No knee jerk reaction strategies
       transformation is increased from product groups,            Overanalyze and under act, emphasize on change in
                                                                     quality of actions
       enterprise to group company level or holding
                                                                   Never thwart innovation and initiative while
       company level to complete the transformation                  transforming
       process.                                                    While transforming and adding newer business, do
                                                                     not neglect the Business as usual, sustain them
Mezias, S.J. and Glynn, M.A. (1993) “The three faces of
Bibliography:
                                                                                corporate renewal: institution, revolution, and
Beer, M. and Eisenstat, R.A. (1996) “Developing an                              evolution”, Strategic Management Journal, 14, pp. 77-
organization capable of implementing strategy and                               101.
learning”, Human Relations, 49 (5), pp. 597-617.
                                                                                Nadler, D.A. and Tushman, M.L. (1989) “Organizational
Beer, M. and Nohria, N. (2000) 'Cracking the code ofchange'.                    Frame Bending: Principles for Managing Reorientation”,
Harvard Business Review, May/June, pp. 133-4L                                   Academy of Management Executive, 3, pp. 194-204.

Blumenthal, B. and Haspeslagh, P. (1994) “Toward a                              Peters, T. (1989) Thriving on Chaos, Pan, London.
Definition of Corporate Transformation”, Sloan Management
Review, 35 (3), pp. 101-106.                                                    Peters, T. and Waterman, R.H. (1982) In Search of
                                                                                Excellence: Lessons from America's Best-Run
Child, J. and Smith, C. (1987) “The context and process of                      Companies,Harper & Row, London.
organizational transformation - Cadbury Limited in its
sector”, Journal of Management Studies, 24 (6), pp. 565-593.                    Quinn, J.B. (1980) Strategies for Change: Logical
                                                                                Incrementalism, lrwin, Homewood, IL.
Cartwright, D. (1951) 'Achieving change in people: some
applications of group dynamics theory'. Human                                   Romanelli, E. and Tushman, M.L. (1994) 'Organizational
Relations, Vol. 6, No. 4, pp. 381-92.                                           transformation as punctuated equilibrium: an empirical
                                                                                test'. Academy of Management Joumal, Vol. 37, No. 5,
Dawson, P. (2003) Organizational Change: A Processual                           pp. 1141-66.
Approach, Routledge, London.
                                                                                Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., &
Kanter, R.M., Stein, B.A. and Jick, T.D. (1992) The Challenge                   Smith, B. (1999). The dance of change. New York:
of Organizational Change, Free Press, New York.                                 Doubleday.

Kotter, J.P, (1996), Leading Change, Harvard Business Press,                    Zaltman, G. and Duncan, R. (1977), Strategies for
New York.                                                                       Planned Change, Wiley, Toronto.

Goodstein, L.D. and Burke, W.W. (1991) “Creating Successful
Organization Change”, Organizational Dynamics, 19 (4), pp.
5-17.

Lewin, K. (1947) 'Group decisions and social change', in: T.M.
Newcomb and E.L. Hartley (eds) (1959).
Reading in Social Psychology, Henry Holt, New York.

Macintosh, R. and MacLean, D. (1999) 'Conditioned
emergence: a dissipative structures approach to
transformation'. Strategic Management Journal, Vol. 20, No.
4, pp. 297-316.



Browne & Mohan insight are general in nature and does not represent
any specific individuals or entities. While all efforts are made to ensure
the information and status of entities in the insights is accurate, there can
be no guarantee for freshness of information. Browne & Mohan insights
                                                                                © Browne & Mohan, 2011. All rights reserved
are for information and knowledge update purpose only. Information
contained in the report has been obtained from sources deemed reliable
and no representation is made as to the accuracy thereof. Neither                Printed in India
Browne & Mohan nor its affiliates, officers, directors, employees, owners,
representatives nor any of its data or content providers shall be liable for
any errors or for any actions taken in reliance thereon.

Contenu connexe

Tendances

Rewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesRewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesBrowne & Mohan
 
Building an outcome driven high ownership company
Building an outcome driven high ownership companyBuilding an outcome driven high ownership company
Building an outcome driven high ownership companyBrowne & Mohan
 
Sales transformation that works
Sales transformation that worksSales transformation that works
Sales transformation that worksBrowne & Mohan
 
India prison reforms 2020 & State Industry Jail Board
India prison reforms 2020 & State Industry Jail Board India prison reforms 2020 & State Industry Jail Board
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
 
13 lessons for sme business transformation
13 lessons for sme business transformation13 lessons for sme business transformation
13 lessons for sme business transformationBrowne & Mohan
 
Transforming UAE family business
Transforming UAE family businessTransforming UAE family business
Transforming UAE family businessBrowne & Mohan
 
How to use annual plan to set your company for Win !!!
How to use annual plan to set your company for Win !!!How to use annual plan to set your company for Win !!!
How to use annual plan to set your company for Win !!!Browne & Mohan
 
Hanging the shoes in style!!: Planning & Preparing SME family business for p...
Hanging the shoes in style!!:  Planning & Preparing SME family business for p...Hanging the shoes in style!!:  Planning & Preparing SME family business for p...
Hanging the shoes in style!!: Planning & Preparing SME family business for p...Browne & Mohan
 
Turnaround your manufacturing company
Turnaround your manufacturing companyTurnaround your manufacturing company
Turnaround your manufacturing companyBrowne & Mohan
 
Cornerstones of successful talent management
Cornerstones of successful talent managementCornerstones of successful talent management
Cornerstones of successful talent managementgerhard_bader
 
Unleashing growth in trading companies
Unleashing growth in trading companiesUnleashing growth in trading companies
Unleashing growth in trading companiesBrowne & Mohan
 
Manage Successful CRM adopion: MACE framework
Manage Successful CRM adopion: MACE frameworkManage Successful CRM adopion: MACE framework
Manage Successful CRM adopion: MACE frameworkBrowne & Mohan
 
Business transformation - Building the company to Sell
Business transformation - Building the company to SellBusiness transformation - Building the company to Sell
Business transformation - Building the company to SellBrowne & Mohan
 
360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
 
The New Talent Equation
The New Talent EquationThe New Talent Equation
The New Talent Equationnoms4u
 
Assignment on Strategic Management
Assignment on Strategic ManagementAssignment on Strategic Management
Assignment on Strategic ManagementKamal Hossain
 
Superseva: Building a successful service business
Superseva: Building a successful service businessSuperseva: Building a successful service business
Superseva: Building a successful service businessBrowne & Mohan
 
Talent Pipeline Report
Talent Pipeline ReportTalent Pipeline Report
Talent Pipeline Reporttraciauger
 
7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcmBudhi Arnanto
 

Tendances (20)

Rewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of EmployeesRewards & recognition alignment with Life-cycle of Employees
Rewards & recognition alignment with Life-cycle of Employees
 
Building an outcome driven high ownership company
Building an outcome driven high ownership companyBuilding an outcome driven high ownership company
Building an outcome driven high ownership company
 
Sales transformation that works
Sales transformation that worksSales transformation that works
Sales transformation that works
 
India prison reforms 2020 & State Industry Jail Board
India prison reforms 2020 & State Industry Jail Board India prison reforms 2020 & State Industry Jail Board
India prison reforms 2020 & State Industry Jail Board
 
13 lessons for sme business transformation
13 lessons for sme business transformation13 lessons for sme business transformation
13 lessons for sme business transformation
 
Transforming UAE family business
Transforming UAE family businessTransforming UAE family business
Transforming UAE family business
 
How to use annual plan to set your company for Win !!!
How to use annual plan to set your company for Win !!!How to use annual plan to set your company for Win !!!
How to use annual plan to set your company for Win !!!
 
Hanging the shoes in style!!: Planning & Preparing SME family business for p...
Hanging the shoes in style!!:  Planning & Preparing SME family business for p...Hanging the shoes in style!!:  Planning & Preparing SME family business for p...
Hanging the shoes in style!!: Planning & Preparing SME family business for p...
 
Turnaround your manufacturing company
Turnaround your manufacturing companyTurnaround your manufacturing company
Turnaround your manufacturing company
 
Cornerstones of successful talent management
Cornerstones of successful talent managementCornerstones of successful talent management
Cornerstones of successful talent management
 
Unleashing growth in trading companies
Unleashing growth in trading companiesUnleashing growth in trading companies
Unleashing growth in trading companies
 
Manage Successful CRM adopion: MACE framework
Manage Successful CRM adopion: MACE frameworkManage Successful CRM adopion: MACE framework
Manage Successful CRM adopion: MACE framework
 
Business transformation - Building the company to Sell
Business transformation - Building the company to SellBusiness transformation - Building the company to Sell
Business transformation - Building the company to Sell
 
360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...360 Degree Marketing: How to benefit from online and offline marketing commun...
360 Degree Marketing: How to benefit from online and offline marketing commun...
 
The New Talent Equation
The New Talent EquationThe New Talent Equation
The New Talent Equation
 
Assignment on Strategic Management
Assignment on Strategic ManagementAssignment on Strategic Management
Assignment on Strategic Management
 
Superseva: Building a successful service business
Superseva: Building a successful service businessSuperseva: Building a successful service business
Superseva: Building a successful service business
 
C. Management # 02
C. Management # 02C. Management # 02
C. Management # 02
 
Talent Pipeline Report
Talent Pipeline ReportTalent Pipeline Report
Talent Pipeline Report
 
7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm7 tipstomaximizeyourinvestmentinhcm
7 tipstomaximizeyourinvestmentinhcm
 

En vedette

Governance mechanisms that work in a family business
Governance mechanisms that work in a family businessGovernance mechanisms that work in a family business
Governance mechanisms that work in a family businessBrowne & Mohan
 
A Study of National Innovation Systems of GCC countries
A Study of National Innovation Systems of GCC countriesA Study of National Innovation Systems of GCC countries
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
 
Resuscitating a stale service brand
Resuscitating a stale service brandResuscitating a stale service brand
Resuscitating a stale service brandBrowne & Mohan
 
23 principles of successful product companies
23 principles of successful product companies23 principles of successful product companies
23 principles of successful product companiesBrowne & Mohan
 
Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
 
Credit Guarantee Scheme for SME: An assessment
Credit Guarantee Scheme for SME: An assessmentCredit Guarantee Scheme for SME: An assessment
Credit Guarantee Scheme for SME: An assessmentBrowne & Mohan
 
Governance mechanisms for unlisted family businesses
Governance mechanisms for unlisted family businessesGovernance mechanisms for unlisted family businesses
Governance mechanisms for unlisted family businessesBrowne & Mohan
 

En vedette (7)

Governance mechanisms that work in a family business
Governance mechanisms that work in a family businessGovernance mechanisms that work in a family business
Governance mechanisms that work in a family business
 
A Study of National Innovation Systems of GCC countries
A Study of National Innovation Systems of GCC countriesA Study of National Innovation Systems of GCC countries
A Study of National Innovation Systems of GCC countries
 
Resuscitating a stale service brand
Resuscitating a stale service brandResuscitating a stale service brand
Resuscitating a stale service brand
 
23 principles of successful product companies
23 principles of successful product companies23 principles of successful product companies
23 principles of successful product companies
 
Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...Common traits of successful family business: why some thrive, while other fal...
Common traits of successful family business: why some thrive, while other fal...
 
Credit Guarantee Scheme for SME: An assessment
Credit Guarantee Scheme for SME: An assessmentCredit Guarantee Scheme for SME: An assessment
Credit Guarantee Scheme for SME: An assessment
 
Governance mechanisms for unlisted family businesses
Governance mechanisms for unlisted family businessesGovernance mechanisms for unlisted family businesses
Governance mechanisms for unlisted family businesses
 

Similaire à Delivering outcome based Business Transformation

The business architecture advantages
The business architecture advantagesThe business architecture advantages
The business architecture advantagesSikander Shaukat
 
The business architecture advantages
The business architecture advantagesThe business architecture advantages
The business architecture advantagesSikander Shaukat
 
Channel_2008_Ps_In_Profitability
Channel_2008_Ps_In_ProfitabilityChannel_2008_Ps_In_Profitability
Channel_2008_Ps_In_ProfitabilityFarhad Merchant
 
Business Performance Improvement in the Future of Work
Business Performance Improvement in the Future of WorkBusiness Performance Improvement in the Future of Work
Business Performance Improvement in the Future of WorkDalia Katan
 
Profitiviti Business Operations Intelligence Article
Profitiviti Business Operations Intelligence ArticleProfitiviti Business Operations Intelligence Article
Profitiviti Business Operations Intelligence ArticleSteve Raack
 
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
 
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
 
Article: From Best Practice to Success Transfer
Article:  From Best Practice to Success TransferArticle:  From Best Practice to Success Transfer
Article: From Best Practice to Success Transferrepner
 
Business Model and Content
Business Model and ContentBusiness Model and Content
Business Model and ContentHenry John Nueva
 
What is strategy (002)
What is strategy (002)What is strategy (002)
What is strategy (002)nidhi7081
 
Chief Transformation OfficerThe Chief Transformation Officer (CT
Chief Transformation OfficerThe Chief Transformation Officer (CTChief Transformation OfficerThe Chief Transformation Officer (CT
Chief Transformation OfficerThe Chief Transformation Officer (CTJinElias52
 
Essay On Business Process Redesign Or Reengineering
Essay On  Business Process Redesign Or ReengineeringEssay On  Business Process Redesign Or Reengineering
Essay On Business Process Redesign Or ReengineeringTammi Busch
 
The 5 types of business transformation
The 5 types of business transformationThe 5 types of business transformation
The 5 types of business transformationSameerShaik43
 
Finance Process Optimization - Mapping the Journey to High Performance
Finance Process Optimization - Mapping the Journey to High PerformanceFinance Process Optimization - Mapping the Journey to High Performance
Finance Process Optimization - Mapping the Journey to High PerformanceStephen G. Lynch
 
Spanning people, processes, and technologies: The business case for Collabora...
Spanning people, processes, and technologies: The business case for Collabora...Spanning people, processes, and technologies: The business case for Collabora...
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
 
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
 
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...Stanton Jones
 

Similaire à Delivering outcome based Business Transformation (20)

The business architecture advantages
The business architecture advantagesThe business architecture advantages
The business architecture advantages
 
The business architecture advantages
The business architecture advantagesThe business architecture advantages
The business architecture advantages
 
Channel_2008_Ps_In_Profitability
Channel_2008_Ps_In_ProfitabilityChannel_2008_Ps_In_Profitability
Channel_2008_Ps_In_Profitability
 
Business Performance Improvement in the Future of Work
Business Performance Improvement in the Future of WorkBusiness Performance Improvement in the Future of Work
Business Performance Improvement in the Future of Work
 
Profitiviti Business Operations Intelligence Article
Profitiviti Business Operations Intelligence ArticleProfitiviti Business Operations Intelligence Article
Profitiviti Business Operations Intelligence Article
 
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...
 
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...
 
Article: From Best Practice to Success Transfer
Article:  From Best Practice to Success TransferArticle:  From Best Practice to Success Transfer
Article: From Best Practice to Success Transfer
 
Business Model and Content
Business Model and ContentBusiness Model and Content
Business Model and Content
 
What is strategy (002)
What is strategy (002)What is strategy (002)
What is strategy (002)
 
What is strategy (002)
What is strategy (002)What is strategy (002)
What is strategy (002)
 
Chief Transformation OfficerThe Chief Transformation Officer (CT
Chief Transformation OfficerThe Chief Transformation Officer (CTChief Transformation OfficerThe Chief Transformation Officer (CT
Chief Transformation OfficerThe Chief Transformation Officer (CT
 
Essay On Business Process Redesign Or Reengineering
Essay On  Business Process Redesign Or ReengineeringEssay On  Business Process Redesign Or Reengineering
Essay On Business Process Redesign Or Reengineering
 
The 5 types of business transformation
The 5 types of business transformationThe 5 types of business transformation
The 5 types of business transformation
 
Finance Process Optimization - Mapping the Journey to High Performance
Finance Process Optimization - Mapping the Journey to High PerformanceFinance Process Optimization - Mapping the Journey to High Performance
Finance Process Optimization - Mapping the Journey to High Performance
 
Spanning people, processes, and technologies: The business case for Collabora...
Spanning people, processes, and technologies: The business case for Collabora...Spanning people, processes, and technologies: The business case for Collabora...
Spanning people, processes, and technologies: The business case for Collabora...
 
Dsi papers series 1 paper 3 - aug 09
Dsi papers   series 1 paper 3 - aug 09Dsi papers   series 1 paper 3 - aug 09
Dsi papers series 1 paper 3 - aug 09
 
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...
 
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...
Minefield? Or Greenfield? Challenges and Opportunities for Mid-Tier Sourcing ...
 
Minefield? Or Greenfield?
Minefield? Or Greenfield?Minefield? Or Greenfield?
Minefield? Or Greenfield?
 

Plus de Browne & Mohan

Rewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workRewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workBrowne & Mohan
 
Building resilient family business
Building resilient family businessBuilding resilient family business
Building resilient family businessBrowne & Mohan
 
Internal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceInternal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceBrowne & Mohan
 
How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches Browne & Mohan
 
How to build and grow AI startups
How to build and grow AI  startupsHow to build and grow AI  startups
How to build and grow AI startupsBrowne & Mohan
 
A sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaA sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaBrowne & Mohan
 
No branding principles
No branding principlesNo branding principles
No branding principlesBrowne & Mohan
 
Making marketing work!
Making marketing work!Making marketing work!
Making marketing work!Browne & Mohan
 
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Browne & Mohan
 
Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Browne & Mohan
 
Building a strong sales operation centre
Building a strong sales operation centreBuilding a strong sales operation centre
Building a strong sales operation centreBrowne & Mohan
 
Internal branding: have you got it right?
Internal branding: have you got it right?Internal branding: have you got it right?
Internal branding: have you got it right?Browne & Mohan
 
Rewiring marketing: a practice based approach
Rewiring marketing: a practice based approachRewiring marketing: a practice based approach
Rewiring marketing: a practice based approachBrowne & Mohan
 
Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Browne & Mohan
 
Rewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleRewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleBrowne & Mohan
 
Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Browne & Mohan
 
How to conduct an Aftermarket audit
How to conduct an Aftermarket auditHow to conduct an Aftermarket audit
How to conduct an Aftermarket auditBrowne & Mohan
 
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
 
Performance measurement system for startups and scaling up
Performance measurement system for startups and scaling upPerformance measurement system for startups and scaling up
Performance measurement system for startups and scaling upBrowne & Mohan
 

Plus de Browne & Mohan (20)

Rewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of workRewiring HR for WFH, Hybrid work & Future of work
Rewiring HR for WFH, Hybrid work & Future of work
 
Building resilient family business
Building resilient family businessBuilding resilient family business
Building resilient family business
 
Internal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governananceInternal controls maturity and SME corporate governanance
Internal controls maturity and SME corporate governanance
 
How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches How to transform a family business: insights from the trenches
How to transform a family business: insights from the trenches
 
How to build and grow AI startups
How to build and grow AI  startupsHow to build and grow AI  startups
How to build and grow AI startups
 
A sumpsimus approach to Skill India
A sumpsimus approach to Skill IndiaA sumpsimus approach to Skill India
A sumpsimus approach to Skill India
 
No branding principles
No branding principlesNo branding principles
No branding principles
 
Common hero Branding
Common hero BrandingCommon hero Branding
Common hero Branding
 
Making marketing work!
Making marketing work!Making marketing work!
Making marketing work!
 
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?
 
Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...Happy Juice principles: How to create a marketing organization that informs a...
Happy Juice principles: How to create a marketing organization that informs a...
 
Building a strong sales operation centre
Building a strong sales operation centreBuilding a strong sales operation centre
Building a strong sales operation centre
 
Internal branding: have you got it right?
Internal branding: have you got it right?Internal branding: have you got it right?
Internal branding: have you got it right?
 
Rewiring marketing: a practice based approach
Rewiring marketing: a practice based approachRewiring marketing: a practice based approach
Rewiring marketing: a practice based approach
 
Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement Influence marketing: dynamics of influencer-brand engagement
Influence marketing: dynamics of influencer-brand engagement
 
Rewiring sales organization for growth and scale
Rewiring sales organization for growth and scaleRewiring sales organization for growth and scale
Rewiring sales organization for growth and scale
 
Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership Aftermarket audit to Gain Competitive leadership
Aftermarket audit to Gain Competitive leadership
 
How to conduct an Aftermarket audit
How to conduct an Aftermarket auditHow to conduct an Aftermarket audit
How to conduct an Aftermarket audit
 
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Sales casualty analysis: why sales numbers do not happen and what to do to ge...
Sales casualty analysis: why sales numbers do not happen and what to do to ge...
 
Performance measurement system for startups and scaling up
Performance measurement system for startups and scaling upPerformance measurement system for startups and scaling up
Performance measurement system for startups and scaling up
 

Dernier

Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills sgodxzyrox
 
Record of Module Forensic photography in
Record of Module Forensic photography inRecord of Module Forensic photography in
Record of Module Forensic photography inalexademileighpacal
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAYLouis Malaybalay
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfjavenxxx01
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loansujat8807
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandakashm530190
 
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckHajeJanKamps
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelBhaviniSharma12
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Jake Truemper
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egyptopstechsanjanasingh
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateAdnet Communications
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfmeftaul987
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024believeminhh
 
EPC Contractors aspects Presentation.pdf
EPC Contractors  aspects Presentation.pdfEPC Contractors  aspects Presentation.pdf
EPC Contractors aspects Presentation.pdfGiuseppe Tommasone
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabiaopstechsanjanasingh
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondBoundify
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024Nate Evans
 
L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersPlan Writers
 

Dernier (20)

Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills s
 
Record of Module Forensic photography in
Record of Module Forensic photography inRecord of Module Forensic photography in
Record of Module Forensic photography in
 
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
3BBE: THE FUTURE OF ECOMMERCE PRESENTATION - LOUIS MALAYBALAY
 
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdfBenihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdf
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loan
 
WAM Corporate Presentation Mar 12 2024_Video.pdf
WAM Corporate Presentation Mar 12 2024_Video.pdfWAM Corporate Presentation Mar 12 2024_Video.pdf
WAM Corporate Presentation Mar 12 2024_Video.pdf
 
unfinished legacy it is a clothing brand
unfinished legacy it is a clothing brandunfinished legacy it is a clothing brand
unfinished legacy it is a clothing brand
 
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
CXO 2.0 Conference (Event Information Deck | Dec'24-Mar'25)
 
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deckPitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
 
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business ModelShopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egypt
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdf
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
 
EPC Contractors aspects Presentation.pdf
EPC Contractors  aspects Presentation.pdfEPC Contractors  aspects Presentation.pdf
EPC Contractors aspects Presentation.pdf
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabia
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and Beyond
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024
 
L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan Writers
 

Delivering outcome based Business Transformation

  • 1. Delivering outcome based Business Transformation ...insights from trenches Usha V, Asst Consultant, Strategy & Finance Group
  • 2. Introduction A Much often quoted example is that of an Eagle which has When companies realize they need to mend their ways to undergo a painful process of rebirth where it has to of collecting, processing and reacting to the enquiries, remove and regrow its Beak, Feathers and Talons. While the transformation agenda unfolds. The major ornithologists may not agree with this, many management objectives of transformation are: a)To attain increased books and CEO use this as a great example of change. But ownership amongst stake-holders, b) Efficient process, for Organizations, this will hold true anytime where they c) Increased Organizational responsiveness, d) Goal have to let go of the current state and reinvent and redefine congruency across the organization (innovation, themselves in terms of increased Productivity, Better Sales, revenue generation) and e) exit unprofitable/non- Efficient Functioning for which they’ll have to undergo growth business and enshrine high growth business. Multiple, non-standardized set of Changes and be bull- headed against resistance at various stages of the process Increased focus on ownership is to bring back the till it reaches the desired goal. Changes are a necessity when entrepreneurial zeal into the organization. Employees efficiencies are low, outcomes paring below expectations not only feel the need to adhere to do what is being and growth is alluding. told, but think of novel approaches to engage customers, acquire newer skills, develop new teams, Why does this happen?. Why and how do companies reach etc. Efficiency of process, structures is to create lean, this deplorable stage?. The reasons could be many. In the mean and efficient system. Elimination of unwanted founding years, engagement with the customer is direct, and layers of administration, redundant processes and senior management is actively involved in several touch ineffective administrative mechanism leads to points. As the organization grows, an essence of formalization efficiency. sets in, layers of management get added. Visibility of processes, operational insights often tend to get filtered and Organizational responsiveness, both internally and morphed. externally, has to move from being complacent and reactive to proactive. Increased responsiveness aids in Over period companies commit several blunders including: uncovering the latent demand much before the 1) Many business lines added without considerations of competition wakes up to it, create and position newer economies of scale or economies of scope. services that delight customers and help the company 2) Diffused ownership of business and process leading play the price advantage regime. to ineffective sense and response to opportunities. Complete alignment between the different groups, 3) Redundant and ineffective layers of management, functions and at all levels of organization is required to adding to cost woes and dragging profits. achieve goals, be it of innovation or revenue 4) Mushrooming of Unproductive and commoditized maximization. Groups at loggerheads of performances services/products with no margin growth. or activities run the risk of sending mixed signals to the 5) Jaded and repetitive sales and marketing approaches markets and affecting the revenue flows. Finally, with no clear focus on acquisition and account transformation is also the process of shedding less management. productive business areas or products and replacing 6) Ineffective Performance systems and incentives. them with higher value adding activities. 7) Lack of clear and objective communications both internally and externally
  • 3. There are several models of change management or In our approach we start by identifying the symptoms, transformation in literature. Nadler and Tushman (1989) classify Key areas to target in short term that would transformation framework of Scope-Means-Ends, or Lewin fundamentally alter the business model of the company, (1947) 3-step process or Senge et al., (1999) systematic model focus only on few key aspects of the changes first, allow or Kotter (1996) eight step approach or many other iteration and localized experimentation and increase the approaches. Our experience of guiding and managing scope with smaller wins at different intervals so that overall business transformation at companies like Progressive motivation for transformation exists all through the life- Infotech, Super Seva or Source Edge indicates no one single cycle. framework aid in completely designing and managing the process and means of business transformation. We worked Data and analyses stage consists of collecting data from with the frameworks from literature and combined them with multiple sources, in both subjective and objective form, and the valuable insights of clients and our own judgments to across different functions. Typical financial data we analyze arrive at workable solutions. are Return on assets, Return on equity, Operating Profit margin, Operating Performance and Financial leverage. We The business transformation process consists of four stages as also evaluate the changes that can be made in operating shown in Figure 1. In the first stage, similar to physician performance, financing, or to increase the income analysis framework the emphasis is on collecting the right generating capacity of the business, fundamentally Cost- data to diagnose the current state of the organization. Based Volume-Profit Relationship. on this insight appropriate solutions are configured with participation deliberations of key actors at all levels. Process, On the sales side, we capture sales volume, domestic Vs structures and measures are rolled out and improved further international revenues, their growth in last 3 yrs, no of new based on implementation feedback. The outcomes are customers acquired in each quarter/year, Margins measured, newer interventions are planned and achieved , Number of sales Partners, Predictable Sales, transformation is extended to cover higher horizons and Country Spread, Market Share by Segment, Sales through larger scope. Channels, etc . Data about customers such as Customer Satisfaction, Percent of Repeat business, % of revenue by Figure 1: Stages of business transformation the biggest customers, etc is analyzed. On the HR side, attrition levels, FTE VS PTE, Innovations and awards, etc is captured. To create and configure appropriate solutions, we interpret the data and juxtapose the analysis on two well-known frameworks. First one is the Nadler and Tushman (1989) transformation framework to extrapolate what changes could be brought out in Scope (Enterprise, functional or activity level) – Means (Task, Technology, etc)-Ends (cost, perception, offerings). Second, is the PSPD framework evolved by several companies to manage their sales process This framework is consistent with Senge et al., (1999) initially, but could be applied to overall business systematic model approach of “start small, change steadily, transformation. do not plan for all events and manage challenges as they unfold”. Let’s enumerate the PSPD framework in detail. P stands for profitability, S for sustainability, P for predictability and D refers to de-risk. Profitability captures the margins, average, high and low, projects and business with low margins and those with higher margins, profitability loss in case of rework, higher discounts to dealers or resellers, etc. Sustainability refers to the ability to service particular segments of business, required investments to keep the relationship going, commoditization and product platforms to choose, etc. Predictability refers to the Qtr on Qtr
  • 4. De-risking refers to mitigation across product segments, Fig 3: Redesigning features for Organizational customer groups, regional markets, market segments transformation (enterprise Vs SMB), etc. First grand solutions that could alter the very business model of the company, in terms of what Consolidation Re-Align the teams, their work, new products/service, what economic value would be train them accordingly, Re- added/deleted, how revenue would be generated, how many define their roles, Goals, revenue streams and what options for revenue capture, Expectations, Deadlines, delivery and engagement models are enumerated. The Reformations in Sales solutions are evaluated from PSPD and Nadler and Tushman Practices, Sales Script, Up- (1989) frameworks. selling of their products and Services Figure 2: PSPD Framework Elimination Non-Performers, Make Profitability Sustainability Relevant changes in the Org Structure, Redundancy, incomplete processes, Under- EBITA, number of revenue Fixed and variable Utilization of resources. sources, profitability by investments to manage a Outsourcing The Focus should lie on the product line and product business volume, fixed costs activities that give the segments, revenue losses, up of servicing an account company its revenues. Outsource activities like sell and Cross sell of Payroll, Recruitment, Supply products and services, Chain Management, Training, closure of non-profitable auditing, entire accounting function, Tax Management and business, etc. Invoicing, Marketing Communications. Predictability De-risking Creation New relevant positions, Align Practice and Sales Divisions to Robustness of business and Customers, products, diminish the communication gap, Enter new products and economic market, partner revenue markets/Geographies, Re-look cycles, complementary contributions and how to and broaden the scope of business (shoulder & peak), spread them wide Target Customers, Clients, Business Partners, Re-work on sales funnel growth, funnel the Sales Funnel, Maintain a robustness, closure amicable relationship with the management, partner Account Managers of the company with whom the maturity and closures, etc Partnership is built. Initially several solutions are generated and grand solutions Solutions are discussed and vetoed by the transformation are brainstormed using either Delphi or any other system committee and the implementation committee consisting dynamics approach. Teams consisting of both client and of members across functions and at different levels within consultant representative are explicitly probed to seek out organizations draw their implementation plans, seek opportunity for efficiency by adopting any of the following investments and other approvals and own roll outs. Process strategies: consolidation, elimination, outsourcing and changes, and associated measurement tools are tracked creation. and discussed both at implementation committee level and strategic transformation group level.
  • 5. In our experiences, many finer changes to sales structures, Our business transformation experience has taught us few partners and marketing happen in the first few weeks do’s and don’ts which are presented below. corroborating Senge et al., (1999) approach. Do’s Short term:  Create process, product and change owners at all levels - Holding weekly and monthly reviews with the Sales  Top management team has to consistently create the Team, Practice heads, Finance Manager, HR sense of urgency (see Kotter 1996) Manager in the presence of the CEO, CTO.  Keep challenging the assumptions and nay say, ask - Conduct quarterly review of sales Updates, Status of for data the Projects, Marketing activities, etc  Top management must set all teams to “smaller - Remove resource/ practices and hire new resource wins” all across the life-cycle of transformation or start working on new practices  Top Management must trade loyalty-capability right upfront and create a health atmosphere where long- - Eliminate confusions by helping in transparent term loyal, not so well endowed employees continue communication. to blossom in new roles  Communicate the changes to the employees and let Medium term: it percolate to various levels. - Half-Yearly review of sales, customer conversions,  Hold weekly reviews with the practice heads, the sales heads, back-end sales in the presence of the attrition rates, number of new business partners CEO and other decision makers. added etc  Know the status of the Ongoing projects, any Lag in - Guide them by suggesting the new technologies to the delivery time, If the sales are happening, the adopt, business opportunities to look into, and new messages or signals from the Market, customers, markets to tap. Partners. - Enable each of them to become owners of change.  Improvisation is a continuous process and sometimes - Help them Imbibe a sense of urgency and a sense of it is necessary to tweak certain areas after the responsiveness to the environment. implementation has been done.  A need to re-look at the activities from a customers’ perspective and state what the customer would like Long term: to hear and re-define the solutions in a way that - Help them to think futuristically and try to bring in a would address the customers’pain areas. picture of the trends in the market one or two years from now and the kind of technology that will be Some don’ts used and the customers’ demands in future. - Annual review of business performance, product  Do not attempt transformation if the company do and services expansion, business growth, new not want to walk the talk verticals and geographies entered, etc are  Some resources may have be let go, including people. measured. Over period, the scope of the No knee jerk reaction strategies transformation is increased from product groups,  Overanalyze and under act, emphasize on change in quality of actions enterprise to group company level or holding  Never thwart innovation and initiative while company level to complete the transformation transforming process.  While transforming and adding newer business, do not neglect the Business as usual, sustain them
  • 6. Mezias, S.J. and Glynn, M.A. (1993) “The three faces of Bibliography: corporate renewal: institution, revolution, and Beer, M. and Eisenstat, R.A. (1996) “Developing an evolution”, Strategic Management Journal, 14, pp. 77- organization capable of implementing strategy and 101. learning”, Human Relations, 49 (5), pp. 597-617. Nadler, D.A. and Tushman, M.L. (1989) “Organizational Beer, M. and Nohria, N. (2000) 'Cracking the code ofchange'. Frame Bending: Principles for Managing Reorientation”, Harvard Business Review, May/June, pp. 133-4L Academy of Management Executive, 3, pp. 194-204. Blumenthal, B. and Haspeslagh, P. (1994) “Toward a Peters, T. (1989) Thriving on Chaos, Pan, London. Definition of Corporate Transformation”, Sloan Management Review, 35 (3), pp. 101-106. Peters, T. and Waterman, R.H. (1982) In Search of Excellence: Lessons from America's Best-Run Child, J. and Smith, C. (1987) “The context and process of Companies,Harper & Row, London. organizational transformation - Cadbury Limited in its sector”, Journal of Management Studies, 24 (6), pp. 565-593. Quinn, J.B. (1980) Strategies for Change: Logical Incrementalism, lrwin, Homewood, IL. Cartwright, D. (1951) 'Achieving change in people: some applications of group dynamics theory'. Human Romanelli, E. and Tushman, M.L. (1994) 'Organizational Relations, Vol. 6, No. 4, pp. 381-92. transformation as punctuated equilibrium: an empirical test'. Academy of Management Joumal, Vol. 37, No. 5, Dawson, P. (2003) Organizational Change: A Processual pp. 1141-66. Approach, Routledge, London. Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Kanter, R.M., Stein, B.A. and Jick, T.D. (1992) The Challenge Smith, B. (1999). The dance of change. New York: of Organizational Change, Free Press, New York. Doubleday. Kotter, J.P, (1996), Leading Change, Harvard Business Press, Zaltman, G. and Duncan, R. (1977), Strategies for New York. Planned Change, Wiley, Toronto. Goodstein, L.D. and Burke, W.W. (1991) “Creating Successful Organization Change”, Organizational Dynamics, 19 (4), pp. 5-17. Lewin, K. (1947) 'Group decisions and social change', in: T.M. Newcomb and E.L. Hartley (eds) (1959). Reading in Social Psychology, Henry Holt, New York. Macintosh, R. and MacLean, D. (1999) 'Conditioned emergence: a dissipative structures approach to transformation'. Strategic Management Journal, Vol. 20, No. 4, pp. 297-316. Browne & Mohan insight are general in nature and does not represent any specific individuals or entities. While all efforts are made to ensure the information and status of entities in the insights is accurate, there can be no guarantee for freshness of information. Browne & Mohan insights © Browne & Mohan, 2011. All rights reserved are for information and knowledge update purpose only. Information contained in the report has been obtained from sources deemed reliable and no representation is made as to the accuracy thereof. Neither Printed in India Browne & Mohan nor its affiliates, officers, directors, employees, owners, representatives nor any of its data or content providers shall be liable for any errors or for any actions taken in reliance thereon.