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10 x
Smart Practical Solutioneering - SPS
Passion, Compassion Excellence - PCE
LIBERATING POTENTIAL - LP
Meta Systems
Eco Systems
System
AJAY GOHIL
Ultra High Performance THEME BOOK
Everything is GOD’s
كل شيء في هللا
10x
Run
How 10X is possible ?
VISION across Meta systems + Eco systems +
System
What value creation theme applied?
SPS- Smart practical solutioneering+ PCE- passion compassion
excellence + LiP – Liberating potential
Result – simplified
strategic options – very high RAROC –for each HGHMLC strategic sectors
Ultra High Performance
ALGORHYTHM
God is everywhere…Passion is every where…
SECTION 1
Genesis of 10X
What is ultra High performance environment ?
Meta system canvass
Strategic Re-imagination
Claimer of this Book :10X is possible
..irrespective of company Irrespective of circumstances
The 10X Ultra high-
performance It is not nuclear science … but it is INVISIBLE …and VISIBLE to
only non linear leader …
In this book , I have tried to summarize the factors
responsible for the uHP .. practical examples and cases of how the performance can
be enhanced to 10X…
I have also tried to link my various experiences to
substantiate my claims…
This is the only book in the world ..which has CLAIMER
…not the DISCLAIMER …
The Da VINCI code of ultra high performance
> CRACKED
How 10X can be achieved Every thing is GOD SENT ….( Top Down)
TOP DOWN vs. BOTTOM UP - The Organization s excessive focus on
the Operational issues were carefully resolved to ensure that
the flow comes from the top ..not the BOTTOM UP …which tend to confine
the strategic thinking to operational constraints….i changed the culture
I brought in the sensitization with respect to the meta system - $ 30 Bn
opportunity potential was liberated by identifying the product fitments in the
emerging strategic markets .. Identified the M&A opportunity for
the long term advantages and infact saved the organization from wrong investments …which would not have
aligned with the overall vision..
Scope of Value creation vs. CEO agenda consideration vs. Actual time spent – decides where the
organization is heading…
Meta System
Scope : $ 10-15 Bn
Eco system $
4-5 Bn
System $ 1-2 Bn
Meta System :
10%
Eco system
20%
System 70%
Meta System :
45%
Eco system
20%
System 30%
Massaaahhh…..Alllaaahhhhh…… You must enjoy the nature
10X High performance Theme book – forward
First of all , the 10X high performance is a metaphor for liberating potential – and can not be just blindly taken as 10x in all the sense… there are impractical way to think that a human body can grow 10x in height ..unless the genes are controlled … thus I have tried to introduce the concept of SMART PLAY …where in ..it is very important for the STRATEGIC PLANNER to really understand what is possible and what is not ? – for example – IF you want to touch Moon. You cant start climbing Mt Everest..u need to strategically invest in ROCKETS… similarly there are so many industries , O&G, Energy , Metals , Consumers ( Durables ) IT which are largely linked to the GLOBAL BIG META SYSTEMS of changes ..which are so much solid n influencing that… one can not even think about Strategic planning in ISOLATION ..for these industries
10X High performance Theme book – forward
What is META SYSTEM?– Meta systems are put it simply – the system of SYSTEMS ..now just imagine a company like DUPONT ..which has multiple eco systems like AGRI , NUTRUITION , INDUSTRIAL BIOSCIENCE , ADV MATERIALS ( packaging , electronics , safety , polymers etc) …now for each of such a VAST ECO SYSTEMS ..there are plenty of OVERLAPPING SYNERGIES and RISKS too … which are happening rather silently ..invisibly and almost sort of BLACKSWAN …for example ..How US SHALE GAS has thrown spanner on PERFORMANCE PLASTICS business plan .. How GENETICS have thrown spanner into AGROCHEMICALS business case … How Advanced POLYMERS and ETPs has scupper the ALUMINIUM industries plans , How BASF or SABIC can make even the big LOREAL or LVMH run for the money ..how a small ALIBABA kind of e-commerce site can make UNILEVER troubled … these all things are the Result of META SYSTEM interplay
LOW HANGING FRUITS – is so outdated - metasystems means huge opportunity to grow 10X …. A very strong incentive – consider You want to avail the mega consumerism trend and you are into specialty chemicals POLY ETHYLENE GLYCOL) u produce your PEG of highest purity ..can have multiple use ..but if you leave the benefits at the door step of FMCG comp to leverage ..then your strategy is so wrong .. Similarly there are so many back end suppliers of high quality product value … which are thanks to PERVASIVE SOCIAL MEDIA and EASY ACCESS TO INTERNET and GOOGLE … they can be competing to the customers directly … the GTM has changed ..you don’t need big DISTRIBUTION system..the orders can be highly customized..the BIG DATA ANALYTICS can help in leveraging the optimal customer mix … thus the Knowledge . CAPITAL ..HUMAN TALENT is simply not an issue…
Global META SYSTEM High Risks, High rewards …Invisible but High impact …. Requires careful consideration
Strategic Inflection Point
Time to change Adopt new horizon Reinvest
Black swan
Expect unexpected Big shocker Insurance
Undercurrent trends
Keep eyes ears open
Embrace multi dimensions
Change readiness
Leadership Inertia
Human problem Don’t want to change Slow killing
Concentration
Too much dependence Uninsured
MSR SIP BSN UCT LI H2SO4
Meta system Risks Strategic Inflection point
Black Swan Risks Under current trends risks
Leadership Inertia risks
Concentration Risks
If there is pest attack on Argentina sunflower , the re is high inflation in INDIA . – Globally connected , cross regional , cross systemic . Agriculture vs petro cutlure Food vs Fiber vs. Feed vs Fuel China polarization China 50%: 50%
Time to move on , recognize the need for strategic horizon, ability to switch gear
Ability to prepare for sudden shocks, natural calamities , unexpected risks Disruptive technologies – 3D/ Analytics/ SMAC/Biotech/RE/Solar/Shale gas/ Smart grid Obsolesce
Despite being the market leader , expert in the strategic emerging areas- things can go awry Risks of Average out thinking – lack of value creation Remaining in comfort zone – Operational thinking
In order to create stakeholders returns. Blindly pursuing the strategic short term vision less moves 0 like spin off, divestments , low R&D Operational thinking only
All eggs in one basket High dependency on critical drivers Big reliance on several competitive advantages like Oil . Mines etc Over investments
High Impact , Sudden HIGH impact, Slow realization
HIGH impact Abrupt
HIGH impact Slow
HIGH impact SLow
HIGH impact Slow
If these risks are so big .So pervasive
,Omnipresent … then how can we talk about 10X ?
The Metasystem risks and synergies are evolving in just a weird manner that it is DO or DIE – the really NON LINEAR and DISRUPTIVE
No more Floppy , No more CDs , No more Pen drives .. We have clouds and we will have ROBOTS
Ultra Advanced Materials – Li Fe batteries , high performance plastics ,rare earths …to enable the real light weight cars enabling 100 MPG performance …
The rate of technology obsolescence vs rate of introduction of new products / new technology / new Ais etc has been mind boggling and this is reinforced and enabled by the SMAC / Consumerism /Globalization Internet of Things / ever expansive use of networks – enabling the HYPER customization …
All guys are same – The small or Big ..the internet is neutral..as long as there is a value ..you will be considered ..
Movie in 1 Minute on Mobile – It has been only 20 years back the internet got into everybody’s life and today massive 7 Bn people are user of networking….the speed of data has increased from mere 20KBPS to 20 MBPS and now we can use FTTH /5G for even 10Gbps.
Globalization in true sense – Ordering the INFERNO of dan brown , over amazon lying somewhere in the desert of MOZAVE …and airdroped on door step in KATWARIA SARAI that too in a single day …
This means …while SOME GUYS have difficulty in protecting turf ..some guys can think so really BIG … Some guys find difficult to deliver even 10% …while some guys coolly RECKS in …10X
Why Ultra High performance is talked about at al ? – The performance of 10% yoy is just OK ..or may be one can think of 2X …why just 10X..?
First thing first – Why 10X is possible n 10% is not …
So …what can I do with META SYSTEM …so that I can get 10X
So what can I do with Meta systems Read this Meta system Hieroglyphics
CHINA – Long on Good time CALL And Bad time PUT
CHINA CHINA
50%
50%
50%
Seeking Alpha – High volatility / High Risk
China Polarization
Capital Glut
Topsy
Turvy
Competitive Advantages $
US Conundrum
Meta System Canvass
Capital Glut $ 300 Tn
PE/VC/I banks/Hedge funds /AM
HNWI $ 90 Tn MA/SWF – 50
Tn$ PF/Ins + QE/ECB
monetary policies
Corporate Performance
CHINA 50:50:50 – china is a half world in itself decides the
flow of strategic direction
Investors Activism Demands High ROI/ROCE
High Risks of M&A / Exit risks
Regulatory Meta systems – Compliances – FDA/ Basel 3 / CAFÉ / GMO/ REACH / RoHS / CF-21/ FATCA/ Tax treaties / re-domiciling made difficult
/ Compulsory licensing / Patent laws
GEO POLITICAL RISKS & OUTRAGEOUS CRONY CAPITALISM US /EU DEBT DEFAULT
PRO POOR govts to get first priority
Product Edge blurred – as china forces price erosion
/GENERICS/ Obsolescence
GTM advantages diluted – As SMAC
/ Cloud / IT offers unique adv to small
minnows
Consumerism MEGA trend – drives co to invest into C space -
aggregators rule
Ecommerce
Materials / Energy SHALE O&G / Arctic to Asia routes / CTO
/MTO /GTO / Bio economies /
Renewable / Solar
EMERGENCE OF NEW ADVANTAGES + BLACK SWANS
Information / Intelligence Advantage
SMAC/ Cloud /SaaS/ AI/ SEO / 10GBPS
fibers /FTTH/SMART CITIES
Can Easily lead into faulty decision making or erosion of the competitiveness ….
New Technologies /
Black swan Advanced
GENOMICS/ AI/ANALYTICS
/3D printing etc
Ignore at your risks
The Synergy Extraction from Meta systems
Consumerism ( PCI/ Awareness)
Sectoral Drivers
Investment returns
SMAC / Smart
systems
Carbon Footprint
Agriculture Agchem/Inputs / seeds – DOVE TAILING of offers Scope for consumer agriculture – Customized FARMING Consumer Healthcare Dairy / Cheeze /F&B / Consumer Agri to increase
Increase use of Fertilizers driven by Low easy Naphtha Micronutrients – for Y&Q
M&A / Value chain extension Dove tailing of portfolio – LAND O LAKES models to emerge Consumer Ag deals
Smart Agriculture Climate control products /AIS / Solchip Netafim
Green Sustainable solutions – Use of Industrial bIo sciences – Enzymes /
Oil & Gas Effective use of CPG / Adv packaging /Adv Automotive HQ CE/ Textiles / Light weight CF / ETP – Optical media – Medical
Global glut in Ethane rich shale gas / Naphtha – to drive the price down – Good feed stock for
M&As connecting the Spe chems/ Oilfields / Offshore invst/ Drilling tech/
Adv Refinery GRM / Automation / Security safety enhanced
Bioenzymes / Bioethanol –Renewables ( solar/ Wind /MTO / CBM/ Biomass to Syn gas processe
Pyrimidine for Agr/Fine
chemicals – entry into Pharma/ LS
Availed Mega trends – JVs
Fertilizers High Operational
efficiency
3 strategic clusters – CASPI/ WIMO/PLASMET
New HGHM
strategic sectors
Vision Building robust strategic
planning
What is Ultra High Performance ?
The ultra high performance – is Sustainable , Strategic value creation ,
realizing the FULL POTENTIAL – in systematic, smart , passion driven excellence path way .
THE DIFFERENCE OF GENES - Ultra High performance , differs from just the performance – because at any point in time there is always the UHP far ahead in simple performance … the examples are many …You want to write a page ..vs. you can write a BOOK …
EVERY THING IS FROM THE TOP so many results just become the victim of poor Quality of leadership , Poor decision making, poor executional rigor – which means less or mediocre performance … the motivation to deliver the uHP depends on the quality of the CEO / The TOP CULTURE …
CANT PUNISH ROBOTS - The UHP does not require specialized training at HARVARD , does not require changing the entire organization into a machine…automation is good , but it should be passion driven..else the robots can not be punished for poor results
What is ultra high performance ? – can it be achieved without ultra high level of efforts or ultra high CAPEX or ultra high investments ?
SECTION 2
Strategic Re-imagination
NextGen Competencies
CREED – Customer Relationship, Experience, Engagement , Delights
Customer Reach Out
If imagined…the beauty exists even in the most scorching deserts….
... إذا تخيلت .... ر الصحارى الحارقة
حتى في أكثرجمال موجود
Strategic value creation is pivotal around Smart Strategic reimagination
Specialty chemicals
10X Consumer chemicals
Personal care Home care
Food & beverages
Bios Consumer electronics
CPG Automotive
10X Consumer Agriculture
Health nutrition
Awareness Dairy cheese, Confectionary
F&B F&F
Fruits & High value produces
Agriculture
Specialty chemicals
Agriculture
Meta system SYNERGIES +
Mega trends ( consumerism + SMAC + savings + Smart systems
Risks – Heavy Knock off
investments – over competition
WHY metasystem important
Strategic REIMAGATION
DIGITAL ARCHITECTURE
Smart Strategic PPT
Ultra High performance environment
Strategic REIMAGINATION is important to drive the change to achieve the 10X UHP …that requires close consideration
to many aspect of the business from meta system , eco system and system
..not just linear thinking
Smart People Smart KPIs –
rewards based on achievable , unconstrained business performance.. Ie A marketing manager is rewarded on brand recall …not on sales made…while sales person is evaluated on conversion amongst channel .. GEM efforts + DIY careers FSB / uHP environment
Smart Processes Biz SIMULATOR – redefined the objectives Eliminated the constraints – helped liberating potential ( F2M process ) Smart tools / practices Systems – based on DIGITAL REIMAGINATION Customer CREED ( Avail SMAC / BIG DATA trends)
Meta system strategic planning From Low hanging fruits to High yield fruits Synergies & risks at high level Strategic options incorporated in Planning COSMOS workshop One SABIC TAC CEMP
Strategic Re-imagination , propelled by Next Gen Competencies
Big customers – Big expectation – Big service standards – improved customer
score through CREED
Crafted the Strategic Reach Out – pivotal around CREED (customer connection, relevance , Engagement , Experience , Delight) Strategic challenge Multiple products with multiple benefits …across multiple strategic market sectors – these product portfolio required high impact , high level strategic planning to capture big target audience , improve the brand equity in terms of Net promoter score., reduce customer churn , reduce dissatisfaction , improvement of the Share of wallet , improvement of the channel profits – optimal product mix , high ROI for the marketing campaign What I did : Championed the SAS visual analytics – influenced the implementation of SAS modules in customer intelligence, strategy & operations, market analytics– created High Impact strategic scenarios for the Customer mix , Decision tree , RFM ( recency , frequency , monetary value) , Channel mix to ascertain the impact of multiple dimensions – reduced the COST TO SERVE across MULTIPLE CHANNEL by 45% , improved NPS / CRM KPIs . Increased the Marketing Campaign ROI by 5%… by reducing the wastages of A&P, Sales efforts , marketing GTM losses etc Business Results : Built strong brand awareness, recall , experience , connection for LEXAN ( poly carbonate brand – grown from mere $ 100 MM into $ 890 MM ( 2014) across APAC – high brand value – reflected in terms of high NPS – net promotion score )- A&P Budget $ 45 MM , ACTARA & PROCLAIM ( Agrochemicals brands – grown $ 10 MM in 2005 – into $ 160 MM in 2012) Budget $ 5 MM – used intensive STRATEGIC ( Marketing, customer analytics , insights ) and TACTICAL drivers ( branding , customer engagement ( Long term CRM / KAM/ Customer club ) Establish the solid CUSTOMER CONNECT through being relevant across OMNI CHANNEL platforms
E-commerce – for many of SABIC’s product find great applications into the consumers products such as Packaging polymers, medical plastics, tubes, Polycarbonates in Optical lenses, PC alloys with PET/PBT in automotive , Personal care/ Beauty care products , Coatings , Adhesives I conceptualized the CHEMICALS to CONSUMER ( C2C) E commerce platform to create the potential for selling the products to formulators and application users – but keeping the final consumer advantages in mind..
Digital Marketing – SEO / Ad sense/ RTB of advertisements / Ad placement across Social media - campaign for LEXAN , Noryl , Cycoloy , SABIC as global brand , created compelling customer engagement - leading to higher Brand Recall and customer satisfaction.
E Commerce Platform created to avail the
global mega trends of SMAC / BIG DATA and
CONSUMERISM
E commerce
Customer engagement through precise and effective Online and Offline Marketing strategies , Used Marketing channels, such as SEO, Paid Digital Marketing, Email Marketing, Social Media Marketing & Affiliate Marketing
Delivered Strong customer experience across all channel ( Point of purchase , B2C , Online for engaging customers effectively – even the channel agnostic customers started feeling the need for visiting the website – ie the free gifts of small item to give good valuable suggestion or what they like about the brand – what they feel about brand )
Customer Reach Out
SECTION 3
Smart solutioneering
Co-owning the vision
Bringing Smile on the faces
Smart Leadership
Passion, Compassion Excellence
Liberating Potential
Smart Solutioneering
Biz Simulator
COSMOS
ETHOS – ran self designed
Excellence , Harmonization , Transformation , Optimization , Simplification – identified what Mckinsey could not – delivered $ 150 MM of benefits through improved processes , improved business confidence.
Forecast Accuracy –
50% to 80% - considered the
business pattern
NET PROMOTER SCORE –
50% improved across all SBUs key
accounts – Not just transactional mindset
KEY ACCOUNTS – SOW%
improved by 2X - right value propositions – right pricing – right product mix
How to deliver 10X performance amidst RECESSIVE , VAGUE AMORPHOS Business
environment
Draught of growth opportunities , any capital
spending suggestion is considered like SIN.. ?
ETHOS
Smart Solutioneering
Biz SIMULATOR - Let DATA speak -organized , incorporated the
mission critical parameters for SNR level decision making – All under one roof – to see the details of – what if the sales man in one part of the market does not smile to the customer,- how much business is lost … or the effect of migration of customers due to change of price or just management inertia – helped sensitized management on GAMUT of business parameters … A DETAILED THINK THROUGH PLANNING
VALUE PRICE – better than others but on performance … products commanded 25% premium to next best option / 55% to generics – used the BRAND MAGNETISM to achieve landslide customer migration - fitting into customers VALUE.
Smart KPIs – game changing, sustainable & shaping –
focus shifted from easy to achieve OPERATIONAL KPIs to strategic value creation – like M&As are evaluated on annual value accretion , pricing strategies on How much more customers acquired , more premium earned – Not just Overall OPERATIONAL BLANKET – the performance shaped on strategic value creation and sustainability drivers
Insisted on Smart systems – Smart KRAs/ KPIs
CO-OWNING OF VISION through Smart KPIs Brand manager – evaluated on( % of the total aware to converted ) of the customer segment / $ of A&P spend – this has resulted in the culture of ultra high entrepreneurial ship in owning the business – use of smart practices to reach out the audience … innovative channels , SMAC , multiple practices were followed Improved the Performance of Marketing team by ~ 55% in terms of bringing the new customers , new geographies at minimal cost to serve Segregation of KPIs – the performance of the strategy team was decided by @ of new strategic markets covered, solidity of the business assumptions ( trends , forecast , enablers impact assessment etc ) , # of deals worked , strategic long term advantage creation …rather than just helping the business team and thereby lost in translation
You don’t always
need TOWERS WATSON
to tell u that …
70% employees find “strategy” a term used by CEOs…for fun.
55% employees find the vision and day to day operations – disconnected .
More than half employees don’t know the organization vision and confused about their role …the KPIs are way too operational
Most employees YEARNs for meeting with Senior Management
Senior management is not friendly …not even say GOOD MORNING to start a day
The CEOs and HR has only one thing in mind – organization restructuring –cutting the pie without meaning
Organization scores way too low on leadership qualities , LOMINGER COMPETENCEIS
There are no proper INTERVIEWS..no proper EXECUTIONAL REGIOUR ..no proper training and no proper follow up
Bringing Smile on the face …
Introduced New KPI – the number of
breakfasts earned with Senior management –
as a token of appreciation for bright
ideations…
Exhibiting the SMART LEADERSHIP
Ambition setting- widen the strategic canvass for the organization through
multiple ideation, M&A scoping, business process improvement , thought
leadership , introduction of strategic market sectors , new products launch
etc
Create Edge- facilitated decision making, brought robust process orientation,
demonstrated use of best practices , smoothen the multi-dimensional , multi
functional inter- play by incorporating them into business models.
Drive Results – enthuse motivation energy , passion for performance ,
highest ethical standards , easy composure personality to ensure smooth
navigation , egoless behaviour
Liberate Potential – self motivated designed , developed coaching programs,
performance enhancing training, constant dialogue , imbibing the culture of
high performance .
Ambition Setting M&A, BSC, MaSE
InDEA book widen the strategic
canvass Create Edge
Biz Simulator, PE culture B school case contest Faster, Smarter, Better
Drive Result
Smart KPIs, HPE, ethics Passion & energy
Liberate Potential ETHOS, SMILE , SHINE( sabic)
Motivated staff
How to … get the maximum RETURN on HUMAN CAPITAL.
PPMG – Performance planning , Monitoring , Governance – identified the loop holes , introduced smart KPIs, attach incentives for high performance , extra miles efforts rewarded with GEMS ( go extra mile efforts )
Co owning the vision – used the smart , powerful systems , structured the information, regulated & channelized the flow of the intelligence through solid , reliable sources , inculcate the high end strategic planning , conducted the work shop to “ seek the equity of vision achievements “
Passion , Compassion , Excellence
Liberating Potential
How to REDEFINE the POTENTIAL
COSMOS / SABIC - evolved with HG HM LC strategic market sectors – Conducted the COSMOS workshop – Comprehensive Opportunity Scanning across Macro , Operational , Sectoral Drivers / Enablers – Highlighted the Strategic opportunities across wide range of Strategic sectors , focussed on ASSET LIGHT RISK ADJUSTED CROSS SECTORAL SYNERGIES blended growth sectors - skipped heavy investments on dicey opportunities while , harped on big consumer mega trends . Strategic VALUE CLUSTERS - Synergies within Organisation- Identified the strategic ecosystems within organization to avail the synergies of Planning, Intelligence , GTM , MaSE , CRM – reduced A&P , reduction in Turn around times , freed up time for strategic thinking – delivered $ 180 MM in synergies , helped saved orgs from wrong investments – Pushed the sales into Key Accounts / OEMs/ offered compelling personalized value propositions to the customers across CASPI ( coating, adhesives, sp polymers , inks) / WIMO ( water infra mining oilfeild) / PLASMET ( Personal care , Agrochemicals, Lifescience, Surface chemistry , Eletronics, Textiles)
COSMOS
COSMOS
COSMOS
COSMOS
Liberating Potential
How to REDEFINE the POTENTIAL
MEGA TRENDS / META SYSTEM SYNGERGIES – created programs to avail trends and synergies ( eg – Fertilizers sectors gains from Naphtha glut from US / Setting up PYRIDINE facilities in china to avial the agrochemicals and life science growth - Agriculture vs petrochemicals / O&G , Consumerism vs Chemicals – Suggested M&As in specialty chemicals and brought it to the market to high end consumers – developed key accounts for personal cares KAM- Loreal / LVMH / P&G / Ford / Toyota / OSRAM etc BROUGHT IN $ 30 BN – liberating potential by Market sector planning / customer analytics and insights of the Strategic Market sectors with the same set of Portfolio … using ROBUST Strategic market planning and customer insights & analytics
STRATEGIC OPTIONS- Brought in Private equity culture for performance excellence – explored the Strategic Alternatives in terms of CAPITAL EFFICIENCY – Pre-mandate assigments business analytics for Snr management incorporated in QPR ( Leverages / Equities / IPOs/ LBOs / Best benchmarks / true sense inculcated the PRIVATE EQUITY CULTURE .
Mega trends
Meta System
Synergies
Strategic Options
Leverages
The Earth belongs to every body
األرض تنتمي إلى كل الجسم
SECTION 4
How did I do it ?
Achievements
M&A
Strategic Marketing
Conflict Resolutions
Supply Chain Value
Delivery Model 10X – ultra high performance
Liberated Potential across diversified range of industries
Oil & Gas – Looked into CAPEX , ultra
Large scale , participated in FEED / Financial sensitivity / project finance / Reports , SABIC – Tianjin SINOPEC + Trinidad + US shale gas investments evaluation – Project / Contract – negotiations – technology licensing - EPC M/ DCS
Agribusiness Commodities – Agronomy , Y&Q , origination – Cereals, Edible oils , Corn , Rice , Sunflower , Biofuels , Enzymes Agrochemicals – Insecticides – Strategic outlook , new Entry strategies
Fertilizers – Micronutrients -Crafted GTM , Maaden Phosphate project , entry strategy in APAC , Feedstock price scenario analytics
Infrastructure – Concession
agreements - Ports , city gas distributions, logistics , SEZ projects
Pharma – Biologics + API ( HPAPI) +
peptides & protiens + Consumer healthcare + nutrition – strategic outlook + M&A + Strategic planning
FMCG – Home care, Personal care ,
Beauty care – Edible oils sectors – brand acquisition / M&A / product management
Put to use the High performance skills and competencies
Strategic Value creation Model
COSMOS – comprehensive opportunity scanning
across Macro , Operational Sectoral drivers – Meta system risk & synergies
Identified HGHMLC sectors
Strategic business development , portfolio restructuring
efficiency improvement – Forecasting,
Business process es , Capital restructuring
Leadership Model
Setting High Performance ambition – put in practical the best benchmarks globally
Created Edge – Advantages though sharp Analytics , Digital reimagination, thought leadership , ETHOS , Actionable insights ,
Drove Performance to Highest standards – used best practices , process, technology , FSB work culture , High performance environment in true sense ( MaSE + OE + SC + Org Design)
Liberating Potential – Developed People , ETHOS , Extra miles , biz simulator . Smart KPIs
How did I do it ?
How did I deliver 10X results ?...
BaU ~110 MM$
SPS Smart Practical
Solutions
PCE Passion,
Compassion, Excellence
LP Liberating potential $ 900 Mn
Business As Usual Performance Only 1.1x – 10%ers..
10x $ 1500
MM
Performance theme across Godrej, Adani , Cadila , Syngenta, SABIC from 2001 to 2015.
Delivered $ 250 Mn of business
improvements through ETHOS ,
SMILE , KAM , MaSE programs
Robust Business planning( PPMG), strengthen
implementation( EPMO), Shoulder to shoulder work with people , address the root causes ..calm n cool ,
easy access …helped pocketing $ 350 Mn
Revitalize Portfolio, Brought new opportunities
, SMS , M&A , Availed Mega trends, Meta
systems SYNERGIES
Business Performance improves even in recession, even without cutting
heads… with passion,
compassion….
Let the Numbers speak
Adani 2.5 Bn$ Godrej 0.5 Bn$
Cadila 0.5 Bn$
Syngenta $ 0.8 Bn
SABIC
$ 70 Bn
Strategy & Plng , BD , CAPEX
projects mngt
Product mngt , EBIDTA, M&A ,
Operations
Cadila $ 10 Mn
Syngenta $ 250 Mn
SABIC- $ 900 Mn
$ 75 BN
Biz Influenced
CREATED – Strategic value → $ 70 Bn robust strategic planning -
crafted ONE SABIC , conducted COSMOS ( comprehensive oppty scanning across macro , ops , sectoral drivers workshop) – identified $ 5 Bn synergies thru M&A / Capex / Strategic Alliances )
→ new ideation ( identified HGHMLC sectors)
→ 35-40% strategic canvass expansion across all SBUs using existing portfolio
MINED - insights &
analytics → Developed Robust
predictive models / scenarios / simulators ( ETHOS / Biz SIMULATOR)
→ Customer Analytics / Market intelligence process set up / leveraged in VALUE PRICING / MaSE
IGNITED – Passion , Energy → Crafted the Center of Excellence program to
appreciate EXTRA MILE efforts / valued the skill differences
→ Set up COMPETENCE FRAMEWORK for ultra high performance
COLLOBORATED – network ing
→ Created advanced proactive and compelling networking relationships –
led inevitable collaboration
→ Smoothened Intelligence High Quality Result oriented Engagement amongst stakeholders
LED – Performance & People → Ambition setting for 10x projects – delivered
pilot s → Liberate Potential across people, process,
technology ( OE+ SCE+MaSE+CoE)
Key performance indicator
65% to 85% - improved business forecast
through robust strategic direction & planning
33% to 45% - Improved operating profit
margins across LoBs through MaSE, OE , Supply chain planning – Operations & Business Management
6 to 8.5 Avg – improved customer
satisfaction across range of parameters / net promoter score – able to increase sow%/ market share %
5% to 25% (avg) – improved the market
share across many products across difficult to achieve business conditions
> 50+ / EV/EBIDTA > 10x – evaluated
the M&A deals in a quest to achieve high strategic synergies across 20 product categories ( A+ deal making standards)
$ 1 Bn to $ 15 Bn – set up projects
management office for ultra large scale projects of O&G/ Refinery / spe chemicals
$ 1.3 Bn
Biz owned
Driven Across ….
Enabled by ….
Influenced the Strategic Re-imagination of businesses
DIGITAL ARCHITECTURE
Smart Strategic PPT
Ultra High performance environment
Meta Systems
high stress tested approach to
identify HG HM LC strategic market sectors Conducted COSMOS workshop –Risks + Black swan + SMS Adjusted the impact – Reimagined & envisioned the future
Strategic Opportunity Size $
10-15 Bn
Theme - High Impact & sustainable strategic value creation
CSFs – Smart investments & selection of play zones
Eco System
Strategic Options – M&A | Strategic Biz dev | Capital structure – Leverages |
HGHMLC strategic market sectors portfolio & strategic planning
Strategic Opportunity Size $
2-4 Bn
Theme – Liberate Potential
CSFs – Smart investments &
selection of play zones
System
MaSE ( value pricing , Market planning, field force effectiveness , customer
analytics & insights – STP | Operational Excellence – ETHOS | Business
SIMULATOR | Business planning | Supply chain excellence | PPMG – Performance
planning monitoring excellence
Strategic Opportunity Size $ 0.5 – 1.5 Bn
Theme – Smart Systems & Excellence ( MaSE | OE|SCE | Performance excellence)
CSFs – Faster , Smarter , Better
Marketing & Sales Excellence
Operational Excellence
Performance Excellence
Supply chain excellence
Capital Efficiency Strategic value
creation Planning
Excellence Competitive Edge
Macro Drivers /Enablers
Big Meta Risks & Synergies
Strategic Big Picture
Stakeholders management
Always made “Biz Sense "of any initiatives..
KRA in MN$ Godrej Adani Cadila Syngenta SABIC
M&A 50 175 300 2500
Strategy & Planning 222 2500 250 364 10500
CAPEX 50 500 150 150 8000
Bus Ops 50 350 1200
M & BD 50 60 50 250 850
Making Sense ….
Strategic Value
creation By Adopting smooth and easy
composure ( conflict resolution style) , widening the strategic canvass ( strategic marketing /
M&As) , one can liberate potential 10X …
أن ال أحد يمكن
تتطابق
جمال خلق هللا
Nobody can match beauty created by
Allah
Underlying Strategic value creation theme
Ambition setting- widen the strategic canvass for the organization through
multiple ideation, M&A scoping, business process improvement , thought
leadership , introduction of strategic market sectors , new products launch etc
Create Edge- facilitated decision making, brought robust process orientation,
demonstrated use of best practices , smoothen the multi-dimensional , multi
functional inter- play by incorporating them into business models.
Drive Results – enthuse motivation energy , passion for performance , highest
ethical standards , easy composure personality to ensure smooth navigation ,
egoless behavior
Liberate Potential – self motivated designed , developed coaching programs,
performance enhancing training, constant dialogue , imbibing the culture of high
performance .
Ambition Setting M&A, BSC, MaSE
InDEA book widen the strategic canvass
Create Edge Biz Simulator, PE culture
B school case contest Faster, Smarter, Better
Drive Result Smart KPIs, HPE, ethics
Passion & energy
Liberate Potential ETHOS, SMILE , SHINE( sabic)
Motivated staff
SABIC - Strategic value creation
matrix
Strategic Market Sectors
Strategic BD / Alliances
Acquisition Merger Target Scoping & Pitch book
LBO/IPO CAPEX (
Integration, expansion)
Specialty chemicals - for
bromine, aramids, coatings, water technologies,
oilfield chemicals, building &
construction chemicals
SK Chemicals – NEXLENE
technology for mPOE
SABIC – EXXON
MOBIL – SBR/PBR
PMMA
expansion
Affiliate units of SAFCO, SIPCHEM
merger with SABIC units at
Al jubail
Chemtura, Albemarle, HB
fuller, Huntsman,Henkel, INEOS, ICL, Nalco ecolab,
WC Grace, Tencate,
Guritz, OMG, Lonza,
LIPO,HATCO,
Oil Additives ( LAO/
Organometallic) & catalyst unit purchase
by SABIC SBUs , raising
debt to finance the
deal
SABIC- SINOPEC
tianjin integrated petro chem complex ,
Biofuel / derivatives - BDO, THF, Bio succinic
acid, bio polymers , PA
Increase stake in
DSM
Roquette freres,
celanese, DSM, genencor,
purac,novazyme, lanzatech,
Engg plastics GE plastics stake
increase
Teinjin, Tosoh, Showa denko,
Mitsui chemicals, Mitsubishi
Rayon
Fertilizers -Potash , Phosphates ,
Urea , NH3 expansion
Develop the business with
INDIAN fertilisers
company - KAM/ CRM value
offers
Maaden Phosphate 30% stake purchase
in Mining of rock phosphate
JAFCO, Maaden
Phosphates , Orascom
NH3/ Urea expansion in
Al jubail, SIPCHEM/
SAFCO
Oil & Gas / Mining
Stake purchase in Licenses for
Bakken/ Marcelus shale
plays US
T&T , Brunei, Umm wail,
China, Jordan
SYNGENTA - Strategic value creation matrix
Strategic Market Sectors
Strategic BD / Alliances
Acquisition Merger Target Scoping
& Pitchbook LBO/IPO
CAPEX ( Integration, expansion)
Agro chemicals
Developed Co marketing deals with
generics sales for HXZ, PPZ, EMA, Az, E2Y
with Dupont , Dow, UPL
Capacity Acquisition from
HIKAL units in baroda for
Pyridine , use for PDQ herbicide
Explored targets of Insecticide
india, Makhetism agan,
ICL,chemtura,cheminova india ,
Gharda, sudarshan chemicals
CAPEX , capacity
expansion project of
THEOMETHOXAM ,
insecticide
Seeds - Field crops/
vegetables
Acquired Monsanto Sunflower
germplasm INDIA focus strategy | Post acquisition turnaround 120 Mn $ business
size |
Led Syngenta Seeds and CP merger from
Analytical framework set up
perspective
Vegetables seeds - LIMAGRAIN,
Nunhems, JK Agri genetics, DEVGEN ,
Goldharvest , Fafrad , Agrisure
stake sale, OptiGard stake
purchase
New markets
Built strong business case for the new
strategic markets like Floriculture, Lawn &
Gardens, Professional products , Plant
nutients, post harvest pest control
Seed processing
facility ( field trials set up / commercial , hybrid seeds processing
facility )
Convergence GTM and Eco system alliance with ADM / Cargill,
OLAM
Cadila, Adani, Godrej- Strategic value creation matrix
Company Strategic Market
Sectors Strategic BD / Alliances Acquisition Merger
Target Scoping & Pitch book
CAPEX ( Integration, expansion)
Cadila
Diagnostics
New sectors explored like diagnostics,
hospitable, sutures , soft gelatine
Intra division merger of
Healthcare products and
diagnostic division
Capacity expansion for the Soft gelatine , penicillin
Hospitable
New joint ventures with Humann GmbH,
panbio Australia, Mallinckrodt, B Braun ,
Baxter
Specialty chemicals
Specialty chemicals SULFOLANE ,
developed the market from 5 cr to 100 cr in 1
year
Adani Ports Infrastructure
Merger of ADANI Ports limited with
Gujarat Maritime
board entity
Godrej FMCG Brand Acquisition for the MAXO household
repellent segment
M&A - Due Diligence / Complete Acquisition
Strategic Marketing Matrix reporting and
conflict resolution
Assessment to alignment 1
Trusted Team player 2
Flexible navigation 3
Fact based conflict resolution
4
Liberate potential 5
Creating Edge 6
GTM strategy
1
Strategic Market Sectors
2
Strategic Portfolio enrichment
3
MaSE – Value pricing
4
ETHOS
5
SMILE
6
ECO SYSTEM
7
Brand Acquisition - FMCG 1
Merger of Adani Ports 2
Acquisition of Monsanto Sunflower
3
Targets PITCH BOOK SABIC
4
Acquisition of Devgen 5
Post Acquisition Turnaround
6
Entry strategy – ULS projects
7
LBO deals 8
Strategic value creation themes M&A
- Strategic marketing - Conflict Resolution
Brand Acquisition ($ 25 Mn – 2002)
Godrej Sara lee Ltd – A leader in mosquito repellent FMCG sector Developed comprehensive analytical framework , incorporated multiple business drivers, risks to arrive at “stress tested acquisition price” for the
unlisted company , used multiple dimension business tools to extract critical information in
ethical manner
Merger ($ 760 Mn – 2003)
Adani Ports limited with GMB Built Full blown Analytical framework ,
emphasized the valuation of Assets ( both mobile, intangible) , created scenarios for best conversion price, adopted multiple valuation techniques ( DCF, EVA, CCM) to ensure quick negotiation , quick decision
making
Acquisition ($ 570 Mn – 2007)
Monsanto Sunflower seeds Led the acquisition process for Monsanto
Sunflower seeds for global office , tropical germplasm required field testing
of seeds in INDIAN condition , coordinated project , across all fronts (
technical to commercial viability) for the acquisition
Target Scoping BUY SIDE Pitch Book
> 60 targets , EV > $ 500 Mn
SABIC , Syngenta Full fledged acquisition target – self propelled partnered with, consultants , enlisted targets
for all strategic needs for the companies, Pitched for opportunities across SPECIALTY CHEMICALS, FERTILISERS, MINING , AGRI
BUSINESS , SEEDS . Created strategic agenda for M&A/ Bolt ons
1 2
3 4
M&A
Acquisition ($ 250 Mn – 2012) Syngenta
Devgen – Acquisition from Monsanto
Led the acquisition of DEVGEN from INDIA , offered view points on strategic
value creation through DEVGEN field crop seeds ( sunflower, rice, maize)
conducted field trials , assimilated information , provided the analytical framework , incorporated the global/
APAC business directions ,
Post Acquisition
Turn around ($ 45 Mn – growth 122 % ,
EBIDTA 55% improved ) Syngenta 2010
High Oleic Sunflower business
Turnaround of the Seeds business acquired from Monsanto , developed a
robust business plan , strong implementation , PMO , BSC , MaSE ,
GTM , CRM , techno commercial direction . Achieved 122% growth and
improved EBIDTA from 33% to 55%.
Ultra Large Projects
PMO | Entry Strategy EV > $ 500 Mn
SABIC Led the most important ultra large
projects strategic planning and BD for SABIC , like SABIC – SINOPEC Integrated
Petrochem project in Tianjin, Trinand E&P project , Maaden Phosphate , Brunei
project , Potash project , Indian Fertilizers project , appreciated
5 6
7 LBO DEALs ( PYRIDINE / CATALYST) SABIC
Proposed and advised on a potential
$124 MM strategic takeover of Assets .
Built a model that valued the company
under different scenarios.
$35.3 MM LBO of PYRIDINE Valued the
company and built a full blown LBO
model.
Determined the maximum purchase
price, and proposed an optimal deal
structure that will provide the required
minimum IRR of 25%
$4.7 MM leveraged buyout of a Catalyst
unit. Determined purchase price based
on EV/EBITDA of 5.5x.
Found and proposed cost efficiencies of
2.1% by modifying management roles,
8
1) Reached out more customer at low cost to serve : GTM strategy - Syngenta – South SBU turn around
the business by new innovative business practices - Identified the business pockets where the SOW%, MS% and reach was poor , drilled into customer profile ( where huge cost were incurred to reach out customers who were selling less products and margins were low .. Customer profiling and rationalizing was done, clear LINE OF SIGHT / GTM strategy developed, Redesigned the territories , set up multiple complementary supporting channels to minimize the COST TO SERVE ( Resulted in 20% cost reduction – 15% improved free time for the executives in strategy focus , 30% sales improved , 35% higher customer satisfaction – 100% OTIF / 100% problems solved in channels )
2) Widen the strategic canvass : Multiple strategic market sectors – identification and brought the SMS (
strategic market sectors ) on the agenda for the company at global level ( SABIC – biofuels , industrial fabrics, catalysts , aramids , Oil Lubricants etc , Syngenta – Plant growth nutrients , professional products , Floriculture , , Cadila – soft gelatine - Influenced the strategic direction of the company by widening the canvass ( Result - Brought in Strategic market size of ~ $5000 Mn)
3) Strategic portfolio enrichment :To avail macro drivers Launch of
High oleic sunflower - brought in germplasm from the newly acquired Monsanto SF in france to india , to avail the strategic business driver of emerging markets edible oil and health awareness . Participated with value chain companies like Reliance , ADM ( archer daniel midlands) , cargill for the buy back arrangements Results – Syngenta has good lead in HOSF ( business size ~ $ 60 Mn , buy back arrangment has allowed us to create strong value , across the value chain)
4) Liberating Potential : Marketing & Sales Excellence Comprehensive PACKAGE
of MaSE initiated – self motivated - created VALUE PRICING opportunities ( ie Brand are repositioned on the new KBFs where company has high Brand differentiation , NEW CHANNEL SET UP m conducted coaching programs, Introduce new KBFs, use of BRAND MODELs to highlight brand features , , Result 20% price premium was created as VALUE PRICE , highlighted the latent customer needs for ACTARA , improved FIELD FORCE COMPETENCE ( > 10% customer calls increased)
5) ETHOS :Excellence, Transformation, Harmonization , Optimization, Simplification – Conducted a self developed
COACHING PROGRAM to build competence for the newly formed SBU teams , coaching on MARKET RESEARCH , MARKET INTELLIGENCE , BUSINESS PROCESSES , CAMPAIGN , BRAND PLANNING , FIELD FORCE PROTOCOLS etc ( Result - improved sales efficiency across all channel, built the comprehensive SYMPACT Market data base for all SBUs)
6) SMILE : Strategic Market intelligence Leverage Created a comprehensive market
intelligence data base for the SBUs in SABIC, SYNGENTA , formed the ready recknoers to facilitate quick data access Results – Comprehensive Market intelligence , covering 90% of the products ( all competition) at brand level
7) ADJACENCY INDUSTRY & ECO SYSTEM DEEP DIVES STRATEGIC ALLIANCES/ B SCHOOL CASE CONTEST Created the comprehensive “landscape for the adjacent industry of Indian agrochemicals business –to identify the scope of value creation through co-existence or convergence GTM model – evolved with the suitable business models to improve crop performance – yield & quality
Strategic Marketing
SABIC – Global Strategy Planning for Strategic Business Units - creating strategic outlook, business plan delivery ( Plan vs Actual directional setting support to SBUs, risk management using the hedging strategies ( innovative spots & futures positions ) , link with the fundamental trends , threats, opportunities in M&A, investments planning for the business, approaching the business customers to understand the quality , need gaps ,loyalty building tools etc BUSINESS OWNERSHIP Achieved turnaround of key weak markets – result delivery – Business growth from 100 Mn INR to 1500 Mn INR turnover for Fungicides & 2200 Mn INR turnover for insecticides in 2 years time (MS% from 5% to 25%) in key pockets of western India & Karnataka (complete Business planning, strategies – GTM/MaSE/Pricing /BLUE OCEAN/Co-marketing/ BSC, process driven implementation – PMO/ PDR/ Campaign planning & team building) BUSINESS DEVELOPMENT CADILA : Specialty Chemicals/ OIL & GAS SECTOR / REFINERIES / PETROCHEMICAL COMPLEXES – Sulfolane – Developed the complete Strategic business plan for the 5 years – improved the sales performance from 10 Mn INR to 2500 Mn INR in 1 years time – through business networking, prompt customer responses , new customer acquisition, Key accounts based strategic focus, compelling value offers / trade schemes / loyalty building / innovative ways of channel compensation/ co-marketing strategies – resulted in wider reach to the target audience. GROWTH STRATEGIES –/ Syngenta/ CROP PROTECTION/ SEEDS AGRI BUSINESS DEALS – EMERGING MARKET FOCUS – Scanned the Macro Environment to identify the value creation opportunities , using the M&A scanner tools for CROP PROTECTION / SEEDS companies , created the BUSINESS READY RECKONER for the DEAL EVALUATION/ STRUCTURING , using the technical & Investment banking/ PE deal parameters POST ACQUISITION TURNAROUND ( Business : 1200 Mn INR . Up 15% / EBIDTA 55% , 23% growth ) Syngenta / Sunflower seeds - Entrusted with the responsibility of turning around the SUNFLOWER SEEDS business –post germplasm acquisition from Monsanto – strategizing, process driven implementation, GTM & MaSE practices to liberate the potential ADJACENCY INDUSTRY & ECO SYSTEM DEEP DIVES STRATEGIC ALLIANCES Created the comprehensive “landscape for the adjacent industry of Indian agrochemicals business – focusing on floriculture, horticulture, seeds, fertilizers , agri equipments , farm mechanization , sprayers , irrigation companies , micro finance companies etc – to identify the scope of value creation through co-existence or convergence GTM model – evolved with the suitable business models to improve crop performance – yield & quality NEW OPPORTUNITIES ASSESSMENT – Business Planning / GTM EXOTIC FRUITS & VEGETABLES RETAILING / BIOFUEL/ HIGH OLEIC SUNFLOWER / IRRIGATION / CORN EXPANSION/ INTEGRATED CROP SOLUTIONS / Convergence GTM/ Co-marketing / POWER CABLES/ CONDUCTORS / OPTICAL FIBERS Assessed opportunities for strategic alliances , convergence GTM business model , new product launches , existing business expansion ( Adani group – Mundra SEZ, Cadila – Panbio/ Human GmbH – diagnostic products launch , Syngenta – Biofuels – Fruits & veges retailing , Nokia Life tool / irrigation project, Convergence GTM– Architected the business cases & liaison with the C-suites of the companies to create intensification
Specific Examples of Strategic Marketing
Strategic Marketing GTM
Co-marketing
KAMs
M&A
TURNAROUNDS
BLUE OCEAN
ECO-SYSTEM
Liberating potential by Strategic Marketing & Eco-system affiliation
Strategy formulation & Management- Balanced Scorecard/ PMO - for the Strategic Marketing Sectors / Business planning / Business Development opportunities / New product launches / Business Operations – End to End business Delivery
Devised the GTM strategies for All business units – intensive market planning, customer segmentation, value propositions, suitable business models incorporated
NPD – New products development – complete responsibility of handling End to End business aspects like Product Registration , Marketing Strategies , GTM , Launch , successfully launched several new products with very high MS% in 2years / Devised the NPL process
ECO-SYSTEM Scanning conducted to evolve with robust value chain / step out links
Liberating potential of the brands , by innovative marketing
Customer Analytics & Insights – created micro Value offers , carefully incorporating the recency , demographics, purchase intentions, buying behavior, Point of Sales influence , customer aspirational attributes
Value Pricing - Complete market planning based on well defined customer segments , with clearly identified KBFs and the brand equity( BEM) measurement across the segments , to evolve with key differentiation & Value pricing opportunity
Brand Reinvigoration/ repositioning – using BRAND MODEL ( the desired KBF , brand perception, visible attributes –-created the branding campaign using effectively design – channel mix, media mix, customer mix to maximize the reach at minimal cost to serve …
Stress test the pricing impact using the intensive market research practices of pricing –BPTO- Brand price trade off / PSM- price sensitivity meter/GG- Gabor granger/ CBC – Choice based conjoint
Transactional pricing – identified and improved key drivers affecting the market price dynamics, achieved highest customer satisfaction through channel compensation process
Innovative Branding through LITERATURE / A&P promotional materials / compelling BRAND EXPERIENCE & inviting merchandising – designed and implemented
Brand equity Building through multiple touch points , Customer connectivity , B2C, online presence , devising the brand communication – addressing the key brand strengths and the USP to maximize the awareness , SOM% and POP visibility .
Customer Centricity
Increase in SOW/
Loyalty Building CLUBs
Channel Compensation
Liberating potential by re-invigorating the channel
Channel compensation – conducted the MR to identify the Market malpractices of Price undercutting & devised the transactional pricing tool – A unique SIMULATOR designed to see the impact of various forms of off-invoice discounts/ rebates on the overall sales – incorporating the media spends in terms of A&P/ trade schemes.
Voice of Customers surveys conducted across the region to evolve with the best responses and identify what worked well to achieve those best responses – created the replicable models
Customer satisfaction surveys conducted to ensure that the feedbacks are well captured in terms of company services/ credit notes/accounts/OTC/ATR business process & Customer LOYALTY
Strategic Marketing Snapshot
Market research & Intelligence & Branding
Market / SALES Planning
Market research
Value PRICING*
Brand Equity Build
Brand PRISM*
Budgets ( S&OP/A&P)
Customer PACKs / KITS ( customized Product kits)
1) Assessment to Alignment : Cross functional team player | Co-owning the vision | Sparring Business partner was appreciated by global and regional stakeholders for quick , honest, truthful , clear , accommodative ,passion , executional rigor , tenacity ,- have provided the company multiple thoughts/ ideation , model the processes , inculcated the spirit of excellence, motivation to the colleagues , energize , liberate potential Result was the first choice of partner in almost all projects of the company , required for analytics , architecting , projects management )
2) Trusted team player : Thought leadership , seeking opportunities to effectively engage with leadership – with constant striving for looking for value creation opportunities and for effectively engaging with senior leaders , crafted SHINE - self help , induction and engagement program was useful in creating multiple projects at individual and team level ( Result - reinvigorate the business with renewed zest and energy , Output – A Mckinsey project report from normal team mates)
3) Flexibility and ability to navigate multiple levels with ease : use of multiple best practices to evolve with smooth , quick response seeking process egoless , genuine , participative ,
flexible business orientation , easy composure , allowing others to open up , genuine friendly concern , no loose talking , process system driven + customized responses to accommodate the situation Results – people feel free to approach me on almost all occasion and they share useful feedback
4) Fact based Conflict resolution : EASY COMPOSURE / Non verbal communication Intra department conflicts IDCs brought in analytical
perspective , developed models ( ETHOS/ Biz SIMULATOR / EVA) incorporating negotiation and tradeoff optimization mechanism to address the various IDCs like Sales dept insistence on more trade off invoice benefits vs. reach vs. Marketing A&P , need for more awareness etc . Brought in the concept of frequent Strategic dialogue to address that company don’t miss out on Undercurrents , bigger picture ( i.e. CONVERGENCE GTM, VALUE CHAIN participation , Created an EASY COMPOSURE to allow and facilitate “free thinking, free expression” to address the root cause ( ie sales force wanting more training )or not receiving enough strategic focus or executional rigor from seniors etc) ,Result employees started taking true interest , sense of belongingness improved , more accountability and ownership of tasks improved
5) Liberate Potential : Human Potential – Conducted and self designed several coaching programs eg ETHOS , SMILE , SHINE to help the team for knowledge enrichment and execution – facilitated engagement of the team with the strategy planning and implementation , developed BSC KPIs ( Result - successfully able to create Market intelligence SYMPACT tool in 1 month – covering 75000 market entries ( 30 companies X 10 products X 50 brands/ product category X 5 year numbers )
6) Creating Edge : Drive performance to highest standards – focusing on the
organizational value system , always on Brand , always rendering high quality . Incorporated multiple best practices across many sectors
Conflict Resolution
شكرا لك
THANK YOU
