1. Business Transformation
Process - Telecom
Transform – Turn Around – Tune Up
December 2008

2. Contents
Business Transformation Process
Business Audit Focus Areas

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. Contents
Business Transformation Process
Business Audit Focus Areas

5. Business Transformation – The Steps
Business Audit
Focus Process
Roll Out
Institutionalization

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. Contents
Business Transformation Process
Business Audit Focus Areas

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. For a Detailed Discussion
Contact
Mobile : +91-9873808241
Landline : +91-124-3020664
E-mail : anurag.bpl@gmail.com