1. The pathways
The business has been classified
into three distinct but mutually
interactive trajectories

2. DRIVING FORCES
Tracking the traction

3. Dynamics of change
Micro-fundamentals – the driver
of macros
 Knowledge capital formation
in important domains – weak
cycles
 Debilitating operating
overlaps- undermined intrinsic
macro advantages
 Cascading effects on product
economy and on the brand
equity
 Scaling up is invariably
Macros – a cross-sectional
analysis
 Organic growth in the
economy is stunted
 Real income depreciates
 Purchasing power capacities
are adversely affected
 The economic forces on the
currency equilibrium yield a
downward pull

4. Elements of change
Micro elements
 Creating overlaps of the
knowledge peripherals
 Integrated approaches in
bringing cross-functional
convergence
 Working groups with myriad
expertise in a perpetual cycle
of trouble shooting –
knowledge building – systems
scaling
Macro elements
 Debt driven inorganic
growth is not sustainable
 Systemic manufacturing and
value chain inefficiencies pull
down real incomes
depressing purchasing
capacities in the economy
 Knowledge lags have
cascading negative
influences on asset

5. On-course corrective
initiativesMicro elements
 Demonstrating changes on an
upward trajectory across
domains
 Making known the mechanism
of bringing in value in a)
operating zones, b) working
strategies in financial re-
engineering and brand equity
and c) establishing qualitative
HR strategy riding on
mathematical connotations of a
dynamic performance
Macro elements
 Reduction of corporate debt on
a radical scale – ORGANIC
GROWTH
 Building knowledge through
real time integration of work
groups and convergence of
cross-functional ideas –
SYSTEMIC EFFICIENCY
 Empowering layers of
workforce in creating perpetual
cycles of practical innovations
across domains -

6. DERIVING VALUE THROUGH
STRATEGIC BUSINESS UNITS
Creating the overlaps of change

7. Outlining the SBUs
 Strategic Business Unit-1 : Scaling up organic profitability V/S
leveraged growth in major sectors of high penetration
 Strategic Business Unit-2: Creating a milieu of high value
business intelligence riding on advanced statistics and big data
modeling
 Strategic Business Unit-3: Leased model of turning around
defunct or near-defunct manufacturing units to ensure growth in a)
real income, b) stable equilibrium points on currency strengths and
c) expanding the purchase reach as well as thresholds

8. STRUCTURAL FRAMEWORK – SBU-1
Delineating the structure

9. Basic elements of SBU-1
 Productivity
 Yield
 MTBF – meantime between equipment and
component failure
 MTTR – meantime to repair

10. Cost sheet elements of SBU-1
 Critical component life
 Inventory costs through classified component
criticality
 Reengineering of designs on nodal machinery points
 Precision tools and practices for reducing the
bandwidth of operating machinery tolerances
 Extensive use of vibration, thermometry and related
condition based maintenance techniques to scale up
equipment efficiency

11. Qualitative elements of SBU-1
 Quality matrix – creation and effective linkage to equipment
health and performing efficiency
 Energy re-engineering through electro-mechanical interface
 Defining the lead process indicators
 Establishing the stochastic links in the integrated quality
matrix
 Drill down of the quality measurement indices into the
network of influence variables to effectively establish
phenomena mechanisms and track potential process

12. Innovation as an engine - SBU-1
 Creating and integrated process-equipment-energy indicator
grid
 Updating the influence weights of all indicators real time on
actual in-process data day in and day out as part of the
integrated process control system
 Zeroing in on the most influential nodal points in the indicator
matrix
 Defining the POI-“points of innovation” – reduction in the
fluctuation bandwidth of the high influence variables
 Generating thought density around the POI as an effective
innovation engine

13. Integrated management accounting
systems - SBU-1
 Creating and integrated process appraisal mechanism that is a
quantitative indicator of systems, processes and equipment
performance in both efficiency and energy paradigms
 PQI – process quality index having the quality and in-process
productivity and yield performances as integral points
 MQI – electro-mechanical interface and energy derivatives as
part of the re-engineering initiatives to generate the index for
machinery quality index
 CQI – consolidated quality index as a combination of PQI and
MQI to underscore effectiveness of the peoples’ processes

14. Brand Equity - SBU-1
 Integrating the product building fundamentals of PQI, MQI and
CQI into the brand perception
 Educational campaigns for users to bring forth the true value of
process appraisal techniques in the product composite
 Eliciting the product valuation through the metrics to generate
the brand differentiation and concomitant pricing equilibrium at
higher points
 Positioning the brand at an elevation to enable the pull factors
in the sector to be activated
 Extension of the pull factors to establish systemic efficiency in
the sector concerned

15. PREDICTIVE ANALYTICS FOR
BUSINESS AND ECONOMY
INTELLIGENCE
Mathematical modeling of possibilities

16. Artificial Intelligence as an engine - SBU-2
 Bayesian Belief Networks would be the statistical tool
 Key macro fundamental parameters to be linked to the micro
data of different sectors for generating probabilistic influence
weights and moments around nodal points of relative
importance
 Generating thought density around the POI as an effective
engine IN THE REALM OF PREDICTIVE ANALYTICS
 Networking with the stakeholders in the economy to facilitate
high end thought in big data analytics and informed decision-
making

17. LEASED LIFE IN NPA
ACCOUNTS – SBU-3
Saving lives through innovations

18. Lease elements – SBU-3
 Cumulative outstanding liability to be factored in the lease
 Market valuation of assets to be factored in as the second
element
 Expected profit margin for the receiver management
composite to be factored in as the third element
 Making of a great organization through the transformational
management techniques of SBU-1
 Making sense of the organic turnaround to ensure
strengthening of the currency valuation and real income
growth in the economy

19. LEVERAGING EXPERIENCE
Enumerating empirical events

20. Empirical elements – Promoter profiling
 Influences in the effective turnaround in different cultural
milieu and bring in elevation in the product economy have
been the strengths all along over the past decade and half
 Trusted methodology adopted over and again to merit
institutionalization of the roadmap and the blueprint
 Spiritual strengths and the power of the thought processes
need to be integrated in the turnaround approaches to make a
difference in the lives of people