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UC | Top Strategy Implementation Consulting Firm in India

UC is a 26-year old Indian strategy implementation consulting firm based in Mumbai, with a team of around 50 people.

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UC | Top Strategy Implementation Consulting Firm in India

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  1. Amsterdam Copenhagen Hamburg Mumbai New York Oslo Singapore Stockholm 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.

  2. 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. 1 1 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  3. 2 © 2019 Universal Consulting India Pvt Ltd Confidential

  4. 25 Years 350 Clients 990 Cases 2.2 million Consulting Hours 54% Repeat Work 22% Referral Work 4,500 Professional Development Hours p.a. 60 People 3 © 2019 Universal Consulting India Pvt Ltd Confidential

  5. Significant Repeat Work 43 33 19 18 17 Big Pharma MNC 12 12 10 8 8 6 6 6 5 4 4 4 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  6. Industry Focus Building Materials & Products Banking & Financial Services Agribusiness & Food Life Sciences & Medtech Industrials 5 © 2019 Universal Consulting India Pvt Ltd Confidential

  7. 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 6 © 2019 Universal Consulting India Pvt Ltd Confidential

  8. Plans are just good intentions unless they immediately degenerate into hard work. -Peter Drucker 7 7 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  9. 67% 50 40 60 of strategies fail due to poor implementation 70 30 80 20 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 8 8 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  10. Why Strategy Implementations Fail Unactionable Strategy Unclear Plan Organisational Misalignment Ineffective Monitoring Inexperienced Management Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review, UC STRATEGY Ana;ysis 9 © 2019 Universal Consulting India Pvt Ltd Confidential

  11. A Program Management Office (PMO) approach mitigates implementation failure risk 10 10 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  12. PMO Archetypes A B C D Strategic Transformational Functional Transitional 11 © 2019 Universal Consulting India Pvt Ltd Confidential

  13. Typical Goals • Ensure BU heads have context of projects • Provide requisite analytical/ strategic support to achieve goals Project Types Key CEOs Role Aligning independent BUs with corporate direction • Communicate to broader stakeholders 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 12 © 2019 Universal Consulting India Pvt Ltd Confidential

  14. Typical Goals • Achieving NPS of >50 • Increase automation of planning and fulfilment process Project Types Key CEOs Role • Set vision • Define end state • Review outcomes • Communicate to broader stakeholders Customer experience improvement CEOs PMO Role Redesign and implementation of production process • Supportive B Transformational Key PMO Capability • Set up transition architecture • Coach BU executives & project members Reporting Frequency • Weekly reports • Monthly all hands meeting 13 © 2019 Universal Consulting India Pvt Ltd Confidential

  15. 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 • Define end state • Review outcomes & bottlenecks • Make decisions Revenue Growth CEOs PMO Role Cost Optimisation • Blended C Functional Key PMO Capability • Strategic perspective • Echo CEO’s voice • Analytical rigor • Operational understanding • Analytical rigor • Operational understanding • Set pace Supporting Preparation for IPO PE Entry & Exit Reporting Frequency • Weekly reports • Monthly all hands meeting 14 © 2019 Universal Consulting India Pvt Ltd Confidential

  16. 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 15 © 2019 Universal Consulting India Pvt Ltd Confidential

  17. • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals PMO Benefits PMO approach brings several sustained benefits 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 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 Alignment Efficiency • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals Communication Accuracy • To align the portfolio of projects with an eye toward future strategy • Most important reason/ advantage of PMO 16 © 2019 Universal Consulting India Pvt Ltd Confidential

  18. PMO Functions Portfolio Management Governance Coordination Solution Design Initiative prioritization • Reporting structure Stakeholder management Define • • • Initiative charter development • Status reporting Communications Diagnose • • • • Escalation matrix Cross functional team management Deliberate • • Initiative’s benefit estimation • • Issue escalation Develop • Resource management Extending support- methodologies, tools, templates etc. • • • CEO’s dashboard designing Deploy • Milestone and KPI, KRA definition • • CEO’s review cadence development Risk management • 17 17 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  19. PMO Processes (5Ps) Project Review Cycles Program Architecture Project Review Cycles Progress Tracker Project Charters Prioritisation 1 2 3 4 5 • Projects ranked based on implementation ease & benefit • Quick wins implement priority • Complex ones further planning • Projects at risk requiring action • Delayed-effort to bring on track • Completed and yet to start projects • Fixed weekly review • Program office review • Steering group review • Other stakeholders review • Steering Group • Program office • Work-streams • Enablers • Project owners • Goals and targets • interdependencies • Risks 18 © 2019 Universal Consulting India Pvt Ltd Confidential

  20. Roles and Responsibilities of Key Stakeholders Program Architecture 1 Board Set the high-level principles Provide Strategic Guidance Deal with conflicting priorities and high-level resource issues Provide approval on milestones and KPIs • • • • CEO Develop the overall project sequencing Identify and manage work stream interdependencies Extend support in terms of providing tools, methodologies etc. Monitor, track and report project progress Provide problem resolution Co develop the solution • • • • • • Strategy Office PMO UC STRATEGY Functional Team Manage functional team Execute and deliver the desired/agreed KPIs/KRAs/outcomes of the initiatives Report to project manager (PMO) about the progress and roadblocks if any • • Workstream Champion • Execute day to day activities Report to workstream champion about the progress and roadblocks if any • • Functional Team 19 19 © 2019 Universal Consulting India Pvt Ltd Confidential

  21. Prioritisation 2 Initiatives are ranked based on ease of implementation and financial benefit ‘Strategic Initiatives’ Prioritise The resulting matrix illustrates each initiative’s return on effort relative to other initiatives Initiative G High Initiative A Initiative I Initiative B Initiative H Initiative C Quick wins are implemented immediately Benefit Increasing Return on Effort Initiative D Initiatives closer to the top right of the matrix provide high returns for relatively low effort and are prioritized Initiative E Low Initiative F Initiative H ‘Quick Wins’ Defer Strategic initiatives typically require further investigation beyond that undertaken in the assessment phase (“complex”) initiatives High Low Implementation Difficulty 20 20 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  22. Project Charter 3 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 • Reduction of bad debts Provision of NPA INR (Lakh) 100 89 79 60 Project Leader Sales Manager Priority H Bad Debts Written Off % 40 35 25 15 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 defaulters • Understand the key customer segments to be focussed • Change the target key customer segment of the sales manager • Review status with sales manager 30 Apr 17 Resources Resource Constraint 05 May 17 07 May 17 • Sales Head • Regional Sales Representative M L 10 Oct 17 • Risks Mitigation Action • Monitor the data to be fed regularly • Use mobile devices to stream the process smoothly • Incomplete past data • Irregular feeding of data variables Project Status Approved Decline 21 © 2019 Universal Consulting India Pvt Ltd Confidential

  23. Project Review Cycles 4 Communication of key issues/ themes for the week Updating of all trackers in readiness for the Program Office Review Individual work stream sessions held as required • • M T • September Program Group Review • All work streams • All projects • Steering GpIssues Updated trackers circulated • S M M T T W W T T F F S S S W 1 2 3 • 4 5 6 7 8 9 10 Review of Program Office outputs Resolution of outstanding Program Office issues Preparation of steering group material • • • T 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Steering Group Review • Overall status • Strategic issues • Red work streams • Amber work streams • Green work streams • Next steps Weekly communications Schedule/ key events for next week • 25 26 27 28 29 30 F • • 22 22 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  24. Escalation Matrix 5 Level 3 Level 1 Level 2 Directors at UC STRATEGY Directors at UC STRATEGY and Client Corporate PMO Head Client Steering Committee Head Escalation to Work stream Team Members/ LOB PMO Heads PMO members from Client UC STRATEGY Engagement Team members Directors at UC STRATEGY Client Corporate PMO Head • • • • • • Who will Escalate Delays in following cases: • Data availability • Non availability of people for discussions • Any infrastructure related issue • Support issue (from Client Team Members) If Level 1 issues are not resolved Major delays which may impact work plan (on critical path) Any issue which may severely impact the success of project If Level 2 issues are not resolved amicably • • • When to Escalate Continuous online escalation Through email and meetings immediately after the discovery of the issues and during weekly reviews Through email and In person meetings How to Escalate 23 23 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  25. We have been implementing strategy for 25 years We have been implementing strategy for the past 25 years 24 24 © © 2019 Universal Consulting India Pvt Ltd 2019 Universal Consulting India Pvt Ltd Confidential Confidential

  26. UNIVERSAL CONSULTING INDIA PVT LTD Amiti, E Wing, 2nd Flr, Agastya Corporate Park Kamani Junction, LBS Rd Kurla (W) Mumbai 400070, India Tel +912266222100 strategy@universalconsulting.com www.universalconsulting.com 25 © 2019 Universal Consulting India Pvt Ltd Confidential

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