Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Business Transformation Telecom


Published on

Published in: Business
  • Be the first to comment

Business Transformation Telecom

  1. 1. Business Transformation Process - Telecom Transform – Turn Around – Tune Up December 2008
  2. 2. Contents Business Transformation Process Business Audit Focus Areas
  3. 3. Transform-Turnaround-Tune up Focus should be on achieving results and not on providing recommendations, or writing reports • Implementation should be in line of proposal Creation of a joint venture with all cross functional teams • Steering Committee, Management Action Teams, Task Force Work defined at all levels of the organization • Senior management to field staff A tailored approach should be there for business Diagnose organization's culture & management climate. Trigger a cultural change Work on creating enduring relationships with all functions
  4. 4. Contents Business Transformation Process Business Audit Focus Areas
  5. 5. Business Transformation – The Steps Business Audit Focus Process Roll Out Institutionalization
  6. 6. Framework – Strategy implementation Institutionaliza Business Audit Focus Process Roll Out Stage tion Identification & Implementation of Development of Institutionalization definition of areas of solution across all Activity solution and testing of the process improvement variables Strategic Sustained Strategic Direction Strategy Output Guidelines Strategy
  7. 7. Contents Business Transformation Process Business Audit Focus Areas
  8. 8. Business Audit Stage Business Audit to have a complete & thorough check-up of the health of the organization with a view to Establish the agenda for transformation Build ownership within the senior management of the organization on the ‘need for change’ Estimate a ballpark estimate of business benefits from the transformation project Create alignment between our view & the organization’s view Build relationships & understanding between us & senior management
  9. 9. Business Audit Focus Areas Business Audit Depending on the critical needs of a business , at a point of time, the business audit will focus on some or all of the following focus areas Business Performance Analysis Strategy Planning Analysis Organization Culture Analysis Process & Systems Analysis Operations Analysis Marketing Analysis Sales & Distribution Analysis Customer Satisfaction analysis
  10. 10. Business Analysis An organization can choose to focus on either operations OR sales & marketing Operations Analysis takes Operation Performance Analysis Organization Culture Analysis Process & Systems Analysis Operations Analysis Short Customer satisfaction analysis Sales & Marketing Analysis Business Performance Analysis Organization Culture Analysis Process & Systems Analysis Marketing Analysis Sales & Distribution Analysis Customer satisfaction analysis
  11. 11. Business Performance Analysis Studies •Utilization of Capital Resources :Capacity Utilization, Asset Turns and Return on Fixed Assets, Cost • Prioritize the improvement of maintenance. objectives on the basis of •Utilization of Working Capital: • The objective impact on bottom line Interest on Working Capital, of this stage Inventory Turns and Receivables. • Understanding business •Trend of revenue growth & market is to analyze strategy & business drivers of share growth from existing key drivers the future markets & new markets : Product that impact • Measures of Economic Portfolio the bottom Value, as appropriate •Strategy SWOT Analysis & line Innovation Objective •Employee Productivity : •Revenue Per Employees, Cost Per Output Employee, Conversion Cost as percentage of revenue and Selling & Administrative Costs as percentage of revenue, value of intellectual capital. •Efficiency: Order-to-Delivery Cycle Times and Process Cycle Times
  12. 12. Organization Culture Analysis Studies • Management Climate Analysis • The objective • Competing Values of this stage is •Evaluate change readiness of Framework analyze the organization organizational • Leadership Analysis & •Current state of competing values culture, & the distance from desired Change Leadership culture management Behavior Analysis •Approach to align culture to climate & • Measurement of employee business requirements leadership involvement :Suggestion •Gaps in leadership & effectiveness effectiveness per Employee, Cross- of leaders of the Functional Team •Perception of self & company organization participation, etc •Perception of improvement • Process for translating TQ opportunities Principles into Company Output Objective culture • Structured Interviews with Senior Management • Skills & Competency Enhancement Practices
  13. 13. Process & System Analysis Studies •Brown Papers • Identify gaps in the •Mapping & Critiquing existing management control internal business • The objective systems in marketing management, distribution process & management, productions process management, service of this stage is management management, planning, purchase management etc. to analyze the control systems •High Level Process Maps business .Impact of gaps on •Mapping & Critiquing existing planning process, service processes & performance delivery process, order management process, complaint management • Measure the redressal process, etc. framework of robustness of the •Resolution systems & processes the existing processes & •Interface issues inside the organization and with external organization partners for end to end processes management •Usage of bench marking as a stimulus for process control systems improvement •Evaluating practices for new product introduction Objective •Practice do you follow to qualify the processes. •Practice to qualify the material/services delivered by the Output new process •Systems to capture delivery performance, performance gap in delivery and key operational areas. •Processes & Systems for Information Management •Selection & Use of Comparative Information Including Competitive Data •Systems to review performance and initiate corrective actions
  14. 14. Strategy Planning Analysis Studies •Mapping current Strategic Planning Process • The objective of this •Target customers and value stage is to analyze • Gaps in strategy proposition,Competitive environment; present how the and emerging,Changing planning process organization Technologies,Resource Requirements implements its • Opportunities to •Process for establishing goals related to mission and vision align strategy to Quality and Customer Satisfaction via a clear organizational •Determination of target customers & their stakeholder focused needs needs strategy, supported •Systems to link innovation to growth, systems by relevant policies, to reward innovators plans, objectives •Understanding key strategies and goals and targets and your time table for accomplishing them processes •How do they relate to industry leadership, relate to World Class. Output •Balance between strategy education and day- to-day operational management Objective •Process for tracking & responding of changes in the external environment •Customer Preferences,Competitive environment,Technologies
  15. 15. Marketing Analysis Studies • Marketing Transformation Survey • The objective of this • Marketing Analysis: stage is to analyze • Understanding of current Segments, Trends, Size the external forces market landscape that affect the • Analyze competitive • “Strategic Direction”, which business of the products/services using includes all elements of the organization. These tools such as 'Radar marketing mix viz. Product, external processes Diagram.' Price, Promotion, determine an • Usage of Other tools of Distribution organization’s Competition Analysis : readiness to market SWOTs, Marketing Intelligence • Customer Buying Behaviour Output Analysis: In-depth Objective Interviews, Surveys • Marketing Storyboards • Observations & Mystery Shopping Study • Systems for capture & translation of key customer requirements into product design
  16. 16. Sales & Distribution Analysis Studies • Gaps in current sales & distribution systems, practices & processes • Day in the Life Of (DILO) • Sales improvement Salesmen, Area Sales Manager, opportunities Distributor Salesman • The objective of • Cost reduction this stage is to opportunities- • Customer Call Effectiveness analyze the Distribution , Inventory Analysis sales & etc. • Channel Member Economic distribution • Salesmen Behaviours & Model & Incentivization effectiveness of Training needs analysis the organization • Sales Roles & Responsibility • Current relationship management & Definition & Incentive improvement • Current Training Levels : Objective opportunities Salesmen, Channel Partners • Trade marketing • Push vs. Pull : Retailer effectiveness vis-à-vis Interviews, Observation best practice • Trade Marketing Analysis : Output Presence, Position, Presentation & Service • Channel Partner Feedback
  17. 17. Customer Satisfaction Analysis Studies •Perception of Sales and after-sales • Gaps in current •Activity base costing: Cost of complaints satisfaction •Mapping existing complaint tracking measurement systems & • What results the system processes organization is •Aggregate complaints received, analyze • Satisfaction achieving in and use the information to prevent future improvement relation to the complaints opportunities satisfaction of its •Current Customers and Trade satisfaction external • Cost saving opportunities measurement systems customers :Lean Consumption •Usage of satisfaction data for improvement of Products and Services • Closing the loop with Objective •Tracking of trends of repeat business, business & marketing delivery performance. strategy •Linking of the findings of satisfaction Output surveys to derive strategic initiatives •Customer perception of accessibility, communication,flexibility & responsiveness •Service standards for employees that come in contact with the customers
  18. 18. For a Detailed Discussion Contact Mobile : +91-9873808241 Landline : +91-124-3020664 E-mail :