Copyright @ enParadigm Knowledge Solutions 2www.enparadigm.comWe are a group of IIM Ahmedabad alumni and faculty who design and deliversimulation based experiential learning workshops for middle to senior managers.Our Value PropositionEngaging learning environmentEffective and hands-on approach1300+ participantsTailor made to company needsBest-in class facilitation41%18%11%9%7%5%3%Sales & MarketingOperationsHRFinanceEngineeringSystems & ITPurchaseServiceProject ManagementOthersParticipant Profile: Function Wise Participant Profile: Industry Wise17%14%13%8%7%7%6%6%3%3%Automotive BankingManufacturing AerospaceTextiles Financial ServicesIT Services Oil & GasProfessional Services PowerEducation MediaPharma TelecomOthersAbout enParadigm
Copyright @ enParadigm Knowledge Solutions 5What Strategy is NOT ? “Our Strategy is to internationalize” “Our Strategy is to outsource our Production” “Our Strategy is to increase our R&D budget” “Our Strategy is to increase our Market Share”These are only steps in strategy executionNOT strategy
Copyright @ enParadigm Knowledge Solutions 6What is Strategy then?A plan of actionto execute a series of stepscumulatively over timeto create and sustain a unique positionin customer mindsgiving a competitive advantageto make profits sustainablyThis is strategy
Copyright @ enParadigm Knowledge Solutions 8Methodology 30 participants grouped into 6virtual companies of 5 each AssignedMarketing, HR, Finance, Operations, R&D & CEO roles Companies competed with each other Each company formulated its business strategy andimplemented it over 7 quarters to make profits Workshop run on enParadigm’s customizable LearningCurve TM software simulation platform.R&DOperationsHRMarketing Finance
Copyright @ enParadigm Knowledge Solutions 9 Participants ran mini robot companies 3 geographies & 3 customer segmentsBusiness ContextNorth America Asia Latin AmericaOriginal Equipment Value Added WholesalersManufacturers Resellers
Copyright @ enParadigm Knowledge Solutions 10DAY 2Implementing Strategy Quarter 2 Understandingshareholder value andreturn on equity Quarter 3 Understandingcustomer perceivedvalue and pricing Quarter 4 Annual Industry andCompetitor AnalysisDAY 1Formulating Strategy Understanding strategyformulation Understanding thebusiness to be run Demo Quarter Formulating a strategyfor the company Understanding cashflow Quarter 1 Understanding financialstatementsDAY 3Reviewing Strategy Strategy review - Boardmeeting with Chairman Quarter 5 Strategic alliances andbusiness negotiations Quarter 6 Understanding strategicthinking and positioning Quarter 7 Debrief - Comparingdecisions and results Feedback and ReviewSchedule
Copyright @ enParadigm Knowledge Solutions 12Industry Positioning by Q4Matrix was in a goodposition to sell to theWholesale market.Autobots and Nextgenwere in a similarpositionTransformers, Robotics and Smaart were in abetter position to sellto Resellers. There wasno clear differentiationshown by any companyin Year 1.LowCustomerPerceivedPriceHigh
Copyright @ enParadigm Knowledge Solutions 13A fight for market shareRobotics ganied asignificant share ofVAR and OEMmarket, partly becauseof their differentiationand partly due to theindustry stocking outMatrix and Smaartstarted the fight formarket share withheavy spends inmarketing in Year 1
Copyright @ enParadigm Knowledge Solutions 14Investment towards differentiationAutobots investedvery little in R&Das they targetedwholesalersTransformers andRobotics investedheavily in R&D.Robotics let Smaartcatch up to them byfailing to invest in Q 6
Copyright @ enParadigm Knowledge Solutions 15Profits under pressureMatrix lost theirsegment focus in Q7and tried to sell toeveryone resulting in adip in profitRobotics andTransformers farahead of competitionon profitability due totheir unique positionin the reseller segment.
Copyright @ enParadigm Knowledge Solutions 17What I learnt Impact of cross-functional decisions on the business performance Understanding of Impact if we remained in silos How to manage resources to increase effectiveness Understanding and creating a strategy for establishing a unique positionalong line of value equivalence Looking for alternative solutions when things go wrong. What else can Icover the lost ground with Clarity in strategic thinking and formulation of strategy to drive business Dynamics in cross-functional decision making Balance between strategy and execution Linking financial statements to strategy and cross-functional implications Importance of clarity of strategy and sticking to it Reading and analyzing P&L, balance sheet and cash flow Importance of forecastingI think this workshop offered really very good insights in formulationof effective strategies with respect to challenging market dynamics. Iwould recommend this workshop to all those who are aiming atleadership positions in top management in their respectiveorganizations.Mihir RajaGM - MarketingClaris Lifesciences LtdenParadigm has created a wonderfulprogram for the senior managers fromdiverse fields to come together andshare a platform for understanding thedecision making along with its overallimpact on the organization.Rajan SoodZonal Head, Capital Market GroupAditya Birla Finance Ltd.I think it is a brilliant session for anyonewaiting to get into a general managementrole.Sunil KumaranBusiness HeadReliance Broadcast Network Ltd.I have been struggling to ensure that projectmanagers in IT have a sound financial view and feelthat this program can help give them the right base tocomplement their technical skills. An ExcellentSimulation ProgramHarish paniDeputy Project ExectiveIMB india Pvt. Ltd..
Copyright @ enParadigm Knowledge Solutions 18What I will do at workRocky NoronhaVP – Freight forwarding DivisionFairmacs Shipping & Transport Pvt. Ltd.enParadigms Leadership SimulationWorkshop is a great workshop. Asmentioned it is a learning curve for everysenior manager which teaches to thinkbeyond your role.A great workshop which makes usrealize the significance of small detailsthat we tend to overlook and theimpact it creates. Very good for cross-functional learningMohit BhagchandaniAVP – Business Operations & IPS.E. TransStadia Pvt. Ltd.A must for every buddingleader, without a financialbackgroundJoseph K GeorgeGM - SalesSchneider Electric IT Business Apply appropriate strategy. Immediately stop calling the steps of strategy asstrategy Look at my target dashboard with ROE perspective Try spending more time on deciding a long term plan rather than jumping inthe situations Look at the financial impact of any major business decision Market scanning, SWOT of competitors Cross-functional integration while taking decisions Educate the next level to understand the view point of other department heads Linking strategy to my work Financial planning and impact planning Study my companys P&L and Balance Sheet and evaluate decisions basisimpact on them. Continue to focus on profit making segment More customer segmented approachGood simulation program. Openeda lot of corridors of the brain.Strongly Recommended.Samrat TewaryZonal Head - EastThe MobilestoreenParadigm has created a mindboggling program. I dontremember attending suchinteresting program with so muchlearning.Dr Ritu RawatDeputy Director Medical ServicesIndraprastha Apollo Hospitals, Delhi