Uc strategy-strategy-implementation-practice-credentials

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.

12020 Universal Consulting India Pvt Ltd© Confidential
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.

25
Years
995
Cases
350
Clients
54%
Repeat Work
2.2 million
Consulting Hours
22%
Referral Work
60
People
4,500
Professional
Development Hours p.a.

42020 Universal Consulting India Pvt Ltd© Confidential 42020 Universal Consulting India Pvt Ltd© Confidential
Significant Repeat Work
43
12
6
33
12
6
Big Pharma MNC
19
10
6
18
8
5
17
8
4

Life Sciences &
Medtech
Agribusiness &
Food
Building Materials
& Products
Industrials Banking & Financial
Services
Industry Focus

Capabilities
Go-To-Market StrategyIndia Entry Strategy Growth StrategyFeasibility Study
Diversification StrategyDistribution Strategy Supply Chain StrategyCommercial Due Diligence
Partner Selection StrategyChannel Strategy Strategic Organisation ReviewBusiness Plan
Strategy Implementation
Strategy Implementation
Program ManagementOffice
Strategic Cost Management

Plans are just good
intentions unless they
immediately degenerate
into hard work.
-Peter Drucker

0
10
20
30
40 50 60
70
80
90
100
of strategies fail due
to poor
implementation
67%
Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis

Why Strategy Implementations Fail
Organisational
Misalignment
Unactionable
Strategy
Ineffective
Monitoring
Unclear
Plan
Inexperienced
Management
Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis

A Program Management
Office (PMO) approach
mitigates
implementation failure
risk

Strategi
c
A
Transformational
B
Functional
C
Transitiona
l
D
PMO Archetypes

Strategic
A
• Communicate to broader stakeholders
Key CEOs Role
• Blended
CEOs PMO Role
• Coach BU executives & project members
• Analytical depth
• Operational understanding
Key PMO Capability
• Weekly reports
• Monthly all hands meeting
Reporting Frequency
• Ensure BU heads have context of projects
• Provide requisite analytical/ strategic support to
achieve goals
Typical Goals
Corporate direction setting
Aligning independent BUs
with corporate direction
Project Types

Transformationa
l
B
Customer experience
improvement
• Set vision
• Define end state
• Review outcomes
• Communicate to broader stakeholders
Key CEOs Role
• Supportive
CEOs PMO Role
• Set up transition architecture
• Coach BU executives & project members
Key PMO Capability
• Weekly reports
Reporting Frequency
• Achieving NPS of >50
• Increase automation of planning and fulfilment
process
Typical Goals
Redesign and implementation of
production process
Project Types

• Blended
CEOs PMO Role
• Clarify priorities
• Set urgency
• Review outcomes & bottlenecks
• Make decisions
Key CEOs Role
• Achieving a revenue target of X
• Reducing SG&A spend
• Preparation of relevant strategy material for fund raise
Typical Goals
Functional
C
Revenue Growth
• Strategic perspective
• Echo CEO’s voice
• Analytical rigor
• Analytical rigor
• Set pace
Key PMO Capability
• Weekly reports
Reporting Frequency
Cost Optimisation
Supporting Preparation for
IPO
PE Entry & Exit
Project Types

Transitional
D
Post-merger integration
• Review outcomes and debottleneck
Key CEOs Role
• DIrective
CEOs PMO Role
• Set up transitional architecture
• Ensure visibility for all stakeholders
Key PMO Capability
• Weekly reports
Reporting Frequency
• No reduction in sales
• Clarity of reporting structures
• Preparation of relevant business strategy
material for fund raise
Typical Goals
Post-investment transition
Project Types

• To enhance coordination and communication
amongst various internal divisions, project teams
• To improve decision making in line with overall
strategic goals
• 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
• To enhance coordination and communication
amongst various internal divisions, project teams
• To improve decision making in line with overall
strategic goals
• To align the portfolio of projects with an eye
toward future strategy
• Most important reason/ advantage of PMO
PMO approach brings
several sustained benefits
Alignment Efficiency
Accuracy
Standardisation
Communicatio
n
PMO Benefits

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

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

192020 Universal Consulting India Pvt Ltd© Confidential 19
Program Architecture1
Board
Strategy Office
Workstream
Champion
Functional Team
CEO
UC STRATEGY
Functional Team
PMO
Roles and Responsibilities of
Key Stakeholders
• Set the high-level principles
• Provide Strategic Guidance
• Deal with conflicting priorities and high-level resource issues
• Provide approval on milestones and KPIs
• 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
• 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
• Execute day to day activities
• Report to workstream champion about the progress and
roadblocks if any

Prioritisation2
High
Low
High Low
Benefit
Implementation
Difficulty
Increasing
Return on Effort
Defer
Prioritise
‘Quick Wins’
‘Strategic Initiatives’
Initiative I
Initiative B
Initiative A
Initiative C
Initiative D
Initiative E
Initiative F
Initiative H
Initiative H
Initiative G
Strategic initiatives typically require further
investigation beyond that undertaken in the
assessment phase (“complex”) initiatives
Initiatives closer to the top right of the
matrix provide high returns for relatively
low effort and are prioritized
The resulting matrix illustrates each
initiative’s return on effort relative to other
initiatives
Quick wins are implemented immediately
Initiatives are ranked based on ease of
implementation and financial benefit

Workstream Provisions of Bad Debt Costs
Project Leader Sales Manager
Project
Code
Channel 1
Priority H
Project Name Reduction of Bad Debts
Objective
Analyse the defaulters and focus on key customer segments
Resources Resource Constraint
• Sales Head
• Regional Sales Representative
M
L
• Risks Mitigation Action
• Incomplete past data
• Irregular feeding of data
variables
• Monitor the data to be fed
regularly
• Use mobile devices to stream
the process smoothly
Targets
• Target key customers
• Reduction of bad debts
Parameter Unit FY17 FY18 FY19 FY20
Provision of
NPA
INR
(Lakh)
100 89 79 60
Bad Debts
Written Off
% 40 35 25 15
Expenses [%] 20 10 8 5
Milestones Dates
• 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
05 May 17
07 May 17
10 Oct 17
Project Status
Approved Decline
Project Charter3

Project Review Cycles4
September
S
4
11
18
25
M
5
12
19
26
T
6
13
20
27
W
7
14
21
28
T
1
8
15
22
29
F
2
9
16
23
30
S
3
10
17
24
M T W T F SS
• 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
• Review of Program Office outputs
• Resolution of outstanding Program Office issues
• Preparation of steering group material
T
• 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
F
W
• Program Group Review
• All work streams
• All projects
• Steering Gp Issues
• Updated trackers circulated

Level 1 Level 2 Level 3
Escalation to
Who will Escalate
When to Escalate
How to Escalate
Directors at UC STRATEGY
• Work stream Team
• Members/ LOB PMO Heads
Delays in following cases:
• Data availability
• Non availability of people for
discussions
• Any infrastructure related issue
• Support issue (from Client Team
Members)
Continuous online escalation
Directors at UC STRATEGY and Client
Corporate PMO Head
• PMO members from Client
• UC STRATEGY Engagement 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
Through email and meetings immediately
after the discovery of the issues and during
weekly reviews
Client Steering Committee Head
• Directors at UC STRATEGY
• Client Corporate PMO Head
If Level 2 issues are not resolved amicably
Through email and In person meetings
Escalation Matrix5

We have been
implementing strategy for
25 years
We have been implementing strategy for
the past 25 years
24

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

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