1) The document outlines a business model for a consulting firm with three strategic business units: management consulting, econometric forecasting, and turnaround consulting for struggling companies. 2) It details the organization of the consulting firm, including establishing a board of directors with visionary and executive levels to oversee three layers of strategic business heads, section heads, and project associates. 3) The pricing and compensation structure links consultant compensation to client company performance benchmarks evaluated quarterly over 12 quarters. Top performers will be rewarded with promotions and pay increases.

1. Creating the turnaround algorithm
A. Business Model:
Consulting domain with the following main features:
SBU - A: Management consulting in the enterprises that are
a) looking to improve on profitability by
b) a1)scaling up either sales revenue; henceforth known as top line growth or
c) a2) by scaling up margins; henceforth known as bottom line growth
d) in domains of A) Food and allied agro-based processing industries inclusive of the
sugar industry, B) Plantations and other allied farming activities, C) Steel and steel
product manufacturing, D) Chemical process industries for cosmetics, shoe polish, soaps
and other allied products in the FMCG sector, E) Packaging industries, F) Textile based
companies, G) Heavy engineering and tooling industry, H) Paints and allied chemical
industries, I) Tiles manufacturing industry, J) Renewable energy sector, K) Gas plants
through the following initiatives:
1) Process Re-engineering that includes the scope of changing the dynamics of machine
maintenance, processes and improvements in operative practices to get higher
productivity, yield and above all the fundamental quality of the product at a higher
threshold.
2) Also, working on the energy re-engineering objectives of electro-mechanical alignment
of machines and processes to enable the shop floor team to be on a predictive mode for
breakdowns, energy surges and extended life of critical components in the machinery.
3) Bringing in innovations in the processes and in the products to radically cut down on
the costs of manufacturing thereby rendering the operations highly profitable.
4) Factoring the innovations in the process in the quality fundamentals of the product
profile to enable pricing equilibrium at higher points of leverage in this brand equity
initiative.
5) Enabling a value chain in the realm of training to manifest in the organization over a
period of time to bring in sustainable growth.
6) Mentoring the senior management staff to learn the advanced mechanisms of aligning
the lead indicators in the business process to the fundamental change management
process so that the organization can grow into world class levels in five years time.

2. Creating the turnaround algorithm
7) Establishing the symbiotic relationship between the different stakeholders through a
comprehensive HR strategy that brings in quantitative measures of management
performance and reflect them in the Balanced Score Card model wherein the
elements of the vision and the mission of any organization are adequately factored in.
SBU- B: Econometric forecasting using advanced statistical and data analytics for
facilitating the process of a) business decision making across sectors of vital importance to the
Kenyan economy, b) the investment decisions and risk assessment for the bankers, PE –
private equity investors and fund managers, the government agencies involved in policy
making and the private-public interface organizations like the KAM – Kenya Association of
Manufacturers for understanding the dynamics of change in a mathematical milieu wherein
decision making becomes formally objective to a greater extent of accuracy through the
following initiatives:
1) Mining multiple data in the economy for different sectors at the micro level.
2) Mining big data in the macro-economic realm.
3) Extensive usage of advanced statistical techniques in linking the macro data with the
micro-elements and finding stochastic relationships to enable predictions in overlaps
and specifics of executive interests.
4) Feeding the statistical inferences to the Kenyan stakeholders on a regular basis
(perhaps as regularly as on a monthly basis) in the form of comprehensive booklets for
collective gains and informed decision making.
5) Regularly matching the predictions with the actual occurrences of events and trends
to test the robustness of the system and the reliability of the syndicated research reports.
6) Establishing the vital network of business intelligence through these syndicated
research reports for the entire Kenyan economy.

3. Creating the turnaround algorithm
7) Promoting growth through optimized investment and sustainable decisions in various
sectors of the economy while leveraging on the advanced business intelligence of the
system being created by the company.
SBU-C: Defunct companies or those companies that have been declared as NPA – non-
performing assets in the banking terminology as also those that are in the verge of closure
shall be taken over by this company on a leased model shaped along the following lines:
1. The entire financial liability and the market value of the assets shall be apportioned to
the lease value.
2. The lease amount shall be spread over the tenure of thirty six months to sixty months
depending on the size of the liability.
3. The operations shall be taken over by the company in the capacity of the receiver
manager while collaborating with the Board of the company and the consortium of
lenders.
4. The execution of the business process shall be done along the lines enumerated in
Feature-A above.
5. The end of the tenure should see the liquidation of all outstanding debt and liabilities
in an organic way.
6. Along the way, the site company shall be into the profitability mode through sheer
diligence on the business process and the innovations cycles.
7. The management teams as well as the shop floor teams shall be dwelling in a higher
realm of competence and skills thereby adding value to the most important asset of a
business – the peoples’ processes.

4. Creating the turnaround algorithm
B. Constitution of the company:
1. The Board of Directors’ shall be constituted within the FY-2014-15 so that the effective
functioning can begin from the onset of the FY 2015-16.
2. The Board shall have two layers: the visionary level and the executive level
respectively.
3. Functionally, the executive level shall be reporting to the visionary level of the Board
and shall be responsible for the profit and loss accountability and the growth
trajectory in general.
4. The Board shall be headed by a Chairperson who shall be nominated from the business
ecosystem within Kenya and who should be a doyen in the field of business management
and a recognized icon as a thought leader.
5. The Chairperson shall be vested with the responsibilities of formulating a coherent
vision along with the other board members and should take a lead role in steering the
organization into new “thought heights” and top of the shelf strategic initiatives to
make a strong difference in the field of management thought and more importantly in
the lives of the Kenyans through the implementation of cutting edge management
solutions for Kenyan businesses.
6. There shall be a team of eight board members in the visionary level drawn in; two
each from the academia, two from the successful industry captains, two more from the
banking and financial institutions and finally two drawn in from the government
bodies. There shall additionally be strategic growth partners drawn from clientele,
banking institutions and knowledge captains in the relevant sectors who would
participate in the board meetings, provide insights as also share profits by providing
businesses and mentorship to the management staff.
7. The executive level of the Board shall be constituted with one Executive Director and
CEO – the lead partner in the company – Debashish Banerjee and two Executive
Directors and CMO – Chief Marketing Officers who would also partner in the

5. Creating the turnaround algorithm
company as minority stake holders. Strategic and administrative powers in operating
the company shall be vestedwith the executive board while the visionary level shall
have the veto powers to derail management decisions that are thought to be in contrary
to the principles of business acumen and pursued pathways of thought leadership.
8. The Board members shall be meeting once towards the beginning of each quarter to
review the progress of the previous quarter and announce the financial and strategic
results of the initiatives. The Board shall deliberate and recommend on-course
corrective measures wherever required and also on the consolidation of the
successful moves and directions. Each deliberation of the Board shall be an exercise in
intellectual stimulation to bring in the best of thought streams into practice; the
company being positioned as a knowledge champion right from the inception.
9. The board members of the visionary level shall be on a substantive honorarium and
shall be entitled to quarterly dividends of the company worked on the formula of
75% - retained equity and 25% on dividend payout on a quarter-in and quarter-out
mode.
10. The management structure would be in essence a three layered one; the top layer being
formed the strategic business heads – each SBU being headed by one followed by section
– heads for each business segment.
11. Finally, the team of associates in the field of engineering, econometrics and
management who would be working in teams to realize the objective goals of each unit
under the purview of the consulting company.

6. Creating the turnaround algorithm
C. Pricing and compensation structure of the services in SBU-A and SBU-C
1. The manufacturing and business units coming in the purview of the consulting
company shall be classified into the SME, medium and the large units.
2. The gamut of variables included in the business transformation model is detailed
separately in the spreadsheet and is self-explanatory in essence.
3. The performance delivery is spread over twelve quarters with progressively
graded benchmarks in each of the operating parameters of a given business
4. (please refer to the spreadsheet for the details of the mechanism in which the model
shall work).
5. The performance reviews shall be against the benchmarks against the empirical
levels. The quarter wise graded appraisal system shall ensure value for money for the
clientele. There would be weights attached to performance and effort as also on the
discounting factor – a factor that would summarize the business sentiment
numerically; taking into account the business intelligence provided by SBU-B as
also by the business owners’ sentiments.
6. The quarterly increments for the consulting company shall be derived from the
consolidated appraisal systems and the dividends shall also accrue from the same for
each sector and the combined business aggregation.
7. The associates shall be getting their increments on a quarterly basis as a function
of the units owned by them while the section heads shall be getting theirs from the
consolidation of the cluster owned by each of them. Similarly, the SBU head shall
get the aggregation of the business unit headed by them.

7. Creating the turnaround algorithm
8. The executive and the visionary levels of the board shall be entitled to the
aggregation of the increments on a weighted average model each quarter for all
the SBUs put together.
D. Talent constitution of the company
1. The associates would be drawn in from the best of the universities of Kenya in the field
of engineering, management sciences and the schools of mathematics, economics and
creativity.
2. The associates would necessarily be outstanding academic scholars in their chosen
fields of pursuits and could possibly be drawn in from the pool of post-graduates
and doctorates; this being a knowledge company.
3. The section heads should be similarly qualified with typically 4-5 years experience in
the relevant sector post-qualifications.
4. The experiences in publishing papers of value in the international conferences in the
related fields shall be of higher weights during the selection of the section and SBU
heads.
5. The aggregation of knowledge at the disposal of the company shall far outweigh the
availability in the market – that shall be the single most differentiating factor for the
company.
6. The knowledge base of the company shall be almost exclusively from the local Kenyan
content. There would be no reliance on expatriate talent while recruiting.

8. Creating the turnaround algorithm
7. Expatriates with proven expertise can only be functional as strategic knowledge
partners in the periphery of the constitution of the board. These knowledge partners
would be mentoring the associates and the professional teams of the relevant sectors
and help formulate the strategic direction and vision with the board.
E. Career planning strategy of the company
1. The appraisal systems for the consulting group as also for the associates and the team of
professionals working together on a project are comprehensive and quantitative driven.
2. The growth trajectory of the company as also for the professionals shall be self-
explanatory and subject to rigorous reviews each quarter thereby eliminating subjectivity
altogether.
3. The compensation benefits are linked directly to the financial derivatives of the company
and cannot be on a subjective domain at any given point of time.
4. There would be rewards in terms of both compensation and positions within the company
after four successful quarters of performances.
5. All the inductees onto the company shall look forward to living an enduring vision riding
on high level of engagement in training and development and mentoring for slip ups in
performance indices. Each inductee shall go through a rigorous recruitment process and
6. hence shall be an investment for a 25-year corporate plan as part of the career growth and
aspirations.
The organization is founded to transform lives through the excellence in businesses; in
effect the common aspirations revolve around leveraging knowledge for the common weal.