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Strategy Implementation Practice

The materials contained in this document are intended to supplement a discussion with UC STRATEGY. These perspectives are confidential and will only be meaningful to those in attendance.
 Terms of Use

The contents of this document are strictly confidential and are

intended for use by the recipient only. The information provided by
Universal Consulting India Pvt Ltd (UC STRATEGY) in this document
may not be disclosed, summarized, excerpted from, or referred to,
published, or reproduced in any form, to any person outside the
recipients business organization, or to any other company
(including any other professional services firm) without UC
STRATEGY’S prior written consent, which may be withheld by UC
STRATEGY in its sole and absolute discretion.

© 2019 Universal Consulting India Pvt Ltd Confidential 1

© 2019 Universal Consulting India Pvt Ltd Confidential 2
 25
Years

990 350
Clients

2.2
Cases
million
Consulting Hours

54% 22%
Repeat Work Referral Work

60 4,500
Professional
People
Development Hours p.a.

© 2019 Universal Consulting India Pvt Ltd Confidential 3

 Significant Repeat Work

43 33 19 18 17

Big Pharma MNC

12 12 10 8 8

6 6 6 5 4

© 2019 Universal Consulting India Pvt Ltd Confidential 4

 Industry Focus

Building Banking &

Life Sciences & Agribusiness &
Industrials Materials & Financial
Medtech Food
Products Services

© 2019 Universal Consulting India Pvt Ltd Confidential 5

 Capabilities
Strategy Implementation

India Entry Strategy Go-To-Market Strategy Feasibility Study Growth Strategy Strategy Implementation

Distribution Strategy Diversification Strategy Commercial Due Diligence Supply Chain Strategy Program Management Office

Channel Strategy Partner Selection Strategy Business Plan Strategic Organisation Review Strategic Cost Management
© 2019 Universal Consulting India Pvt Ltd Confidential 6
Plans are just good intentions
unless they immediately
degenerate into hard work.

-Peter Drucker

© 2019 Universal Consulting India Pvt Ltd Confidential 7

 40 50 60
67%
of strategies fail due to
30 70

20 80

poor implementation
10 90

0 100

Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Ana;ysis
© 2019 Universal Consulting India Pvt Ltd Confidential 8
 Why Strategy Implementations Fail

Unactionable Unclear Organisational Ineffective Inexperienced

Strategy Plan Misalignment Monitoring Management

Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Ana;ysis
© 2019 Universal Consulting India Pvt Ltd Confidential 9
 A Program Management
Office (PMO) approach
mitigates implementation
failure risk

© 2019 Universal Consulting India Pvt Ltd Confidential 10

 PMO Archetypes

A B C D
Strategic Transformational Functional Transitional

© 2019 Universal Consulting India Pvt Ltd Confidential 11

 Typical Goals

• Ensure BU heads have context of projects

• Provide requisite analytical/ strategic support to achieve
goals
Project Types
Key CEOs Role

• Communicate to broader stakeholders Aligning independent BUs with

corporate direction
CEOs PMO Role
• Blended
Corporate direction setting
A Key PMO Capability

Strategic • Coach BU executives & project members

• Analytical depth
• Operational understanding

Reporting Frequency

• Weekly reports
• Monthly all hands meeting

© 2019 Universal Consulting India Pvt Ltd Confidential 12

 Typical Goals
• Achieving NPS of >50
• Increase automation of planning and fulfilment process

Project Types
Key CEOs Role
• Set vision
• Define end state Customer experience
• Review outcomes improvement
• Communicate to broader stakeholders

CEOs PMO Role

Redesign and implementation of
• Supportive
production process
B
Transformational Key PMO Capability

• Set up transition architecture

• Coach BU executives & project members

Reporting Frequency
• Weekly reports
• Monthly all hands meeting

© 2019 Universal Consulting India Pvt Ltd Confidential 13

 Typical Goals
• Achieving a revenue target of X
• Reducing SG&A spend
• Preparation of relevant strategy material for fund raise
Project Types
Key CEOs Role
• Clarify priorities
• Set urgency Revenue Growth
• Define end state
• Review outcomes & bottlenecks
• Make decisions

CEOs PMO Role Cost Optimisation

• Blended
C
Functional Key PMO Capability
• Strategic perspective Supporting Preparation for IPO
• Echo CEO’s voice
• Analytical rigor
• Operational understanding
• Analytical rigor
• Operational understanding
PE Entry & Exit
• Set pace

Reporting Frequency
• Weekly reports
• Monthly all hands meeting
© 2019 Universal Consulting India Pvt Ltd Confidential 14
 Typical Goals
• No reduction in sales
• Clarity of reporting structures
• Preparation of relevant business strategy material
for fund raise
Project Types

Key CEOs Role

• Define end state
• Review outcomes and debottleneck
Post-merger integration

CEOs PMO Role

Post-investment transition
• DIrective
D
Transitional Key PMO Capability
• Set up transitional architecture
• Ensure visibility for all stakeholders

Reporting Frequency
• Weekly reports
• Monthly all hands meeting

© 2019 Universal Consulting India Pvt Ltd Confidential 15

 • To enhance coordination and communication amongst
PMObrings
PMO approach Benefits
several various internal divisions, project teams
• To improve decision making in line with overall
sustained benefits strategic goals

Standardisation • To ensure optimal allocation of funds amongst

projects
• To assign resources based on capabilities
• To ensure efficient prioritization given various
constraints

• To understand the linkages, dependencies between

Alignment Efficiency various projects in the portfolio
• To increase accuracy of projects in terms of the
budget, resources and schedule associated with them
• To reduce likelihood of project failure

• To enhance coordination and communication amongst

various internal divisions, project teams
• To improve decision making in line with overall
Communication strategic goals
Accuracy

• To align the portfolio of projects with an eye toward

future strategy
• Most important reason/ advantage of PMO

© 2019 Universal Consulting India Pvt Ltd Confidential 16

 PMO Functions

Portfolio Management Governance Coordination Solution Design

• Initiative prioritization • Reporting structure • Stakeholder management • Define

• Initiative charter • Status reporting • Communications • Diagnose
development
• Escalation matrix • Cross functional team • Deliberate
• Initiative’s benefit estimation management
• Issue escalation • Develop
• Resource management • Extending support-
• CEO’s dashboard designing methodologies, tools, • Deploy
• Milestone and KPI, KRA templates etc.
definition • CEO’s review cadence
development
• Risk management

© 2019 Universal Consulting India Pvt Ltd Confidential 17

 PMO Processes (5Ps)

Project Review Cycles

Program Project Charters Project Review Progress Tracker

1 2 Prioritisation 3 4 5
Architecture Cycles
• Projects ranked based
• Fixed weekly review • Projects at risk
• Steering Group on implementation • Project owners requiring action
ease & benefit • Program office review
• Program office • Goals and targets • Delayed- effort to
• Quick wins implement • Steering group review
• Work-streams • interdependencies bring on track
priority
• Other stakeholders • Completed and yet to
• Enablers • Complex ones further • Risks
review start projects
planning

© 2019 Universal Consulting India Pvt Ltd Confidential 18

1
Program Architecture Roles and Responsibilities of Key
Stakeholders
Board
• Set the high-level principles
• Provide Strategic Guidance
CEO • Deal with conflicting priorities and high-level resource issues
• Provide approval on milestones and KPIs

• Develop the overall project sequencing

Strategy Office • Identify and manage work stream interdependencies
PMO
• Extend support in terms of providing tools, methodologies etc.
UC STRATEGY
• Monitor, track and report project progress
Functional Team • Provide problem resolution
• Co develop the solution

• Manage functional team

Workstream Champion • Execute and deliver the desired/agreed KPIs/KRAs/outcomes of
the initiatives
• Report to project manager (PMO) about the progress and
roadblocks if any

• Execute day to day activities

Functional Team • Report to workstream champion about the progress and
roadblocks if any

© 2019 Universal Consulting India Pvt Ltd Confidential 19

2
Prioritisation Initiatives are ranked based on ease of
implementation and financial benefit

‘Strategic Initiatives’
Prioritise
The resulting matrix illustrates each initiative’s
Initiative G return on effort relative to other initiatives
High Initiative A
Initiative I
Initiative B
Initiative H
Initiative C
Quick wins are implemented immediately
Benefit

Increasing
Return on Effort
Initiative D
Initiative E Initiatives closer to the top right of the matrix
provide high returns for relatively low effort
Low Initiative F and are prioritized
Initiative H

Defer ‘Quick Wins’

Strategic initiatives typically require further
High Low investigation beyond that undertaken in the
Implementation assessment phase (“complex”) initiatives
Difficulty

© 2019 Universal Consulting India Pvt Ltd Confidential 20

 3
Project Charter
Targets
Project Name Reduction of Bad Debts
Parameter Unit FY17 FY18 FY19 FY20
Workstream Provisions of Bad Debt Costs Project Code Channel 1
• Target key customers Provision of INR 100 89 79 60
NPA (Lakh)
Project Leader Sales Manager Priority H • Reduction of bad debts
Bad Debts % 40 35 25 15
Written Off
Expenses [%] 20 10 8 5

Objective
Milestones Dates
Analyse the defaulters and focus on key customer segments
• Identify analytical framework to set up a database of 30 Apr 17
defaulters
Resources Resource Constraint • Understand the key customer segments to be focussed 05 May 17
• Change the target key customer segment of the sales 07 May 17
• Sales Head M manager
• Regional Sales Representative L • Review status with sales manager 10 Oct 17

• Risks Mitigation Action

• Incomplete past data • Monitor the data to be fed Project Status

regularly
• Irregular feeding of data variables Approved Decline
• Use mobile devices to stream the
process smoothly

© 2019 Universal Consulting India Pvt Ltd Confidential 21

4
Project Review Cycles
• Communication of key issues/ themes for the week
M
• Updating of all trackers in readiness for the Program Office
Review
T
• Individual work stream sessions held as required

• Program Group Review

September
• All work streams
W • All projects SS M
M TT W
W T
T FF SS
• Steering Gp Issues
• Updated trackers circulated 1 2 3

4 5 6 7 8 9 10
• Review of Program Office outputs
T • Resolution of outstanding Program Office issues 11 12 13 14 15 16 17
• Preparation of steering group material
18 19 20 21 22 23 24
• Steering Group Review
• Overall status 25 26 27 28 29 30
• Strategic issues
• Red work streams
• Amber work streams
F
• Green work streams
• Next steps
• Weekly communications
• Schedule/ key events for next week
© 2019 Universal Consulting India Pvt Ltd Confidential 22
5
Escalation Matrix

Level 1 Level 2 Level 3

Directors at UC STRATEGY Directors at UC STRATEGY and Client Client Steering Committee Head
Escalation to Corporate PMO Head

• Work stream Team • PMO members from Client • Directors at UC STRATEGY

Who will Escalate • Members/ LOB PMO Heads • UC STRATEGY Engagement Team • Client Corporate PMO Head
members

Delays in following cases: • If Level 1 issues are not resolved If Level 2 issues are not resolved amicably
• Data availability • Major delays which may impact work
• Non availability of people for discussions plan (on critical path)
• Any infrastructure related issue • Any issue which may severely impact the
When to Escalate • Support issue (from Client Team success of project
Members)

Continuous online escalation Through email and meetings immediately Through email and In person meetings
How to Escalate after the discovery of the issues and during
weekly reviews

© 2019 Universal Consulting India Pvt Ltd Confidential 23

 We have been implementing
strategy for 25 years

We have been implementing strategy for the

past 25 years
© 2019 Universal Consulting India Pvt Ltd Confidential 24
 UNIVERSAL CONSULTING INDIA PVT LTD
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© 2019 Universal Consulting India Pvt Ltd Confidential 25