Strategy Implementation Practice | UC STRATEGY | Nov 2019

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Strategy Implementation Practice
The materialscontained in this document are intended to supplementa discussion with UC STRATEGY. These perspectivesare confidential and will only be meaningful to those in attendance.

12019 UniversalConsultingIndia Pvt Ltd© Confidential
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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,
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STRATEGY’S prior written consent, which may be withheld by UC
STRATEGY in its sole and absolute discretion.

25
Years
990
Cases
350
Clients
54%
Repeat Work
2.2 million
Consulting Hours
22%
Referral Work
60
People
4,500
Professional
Development Hours p.a.

42019 UniversalConsultingIndia Pvt Ltd© Confidential 42019 UniversalConsultingIndia 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 Management Office
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’reToo Internally Focused. Harvard BusinessReview , UC STRATEGY Ana;ysis

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’reToo Internally Focused. Harvard BusinessReview , UC STRATEGY Ana;ysis

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

Strategic
A
Transformational
B
Functional
C
Transitional
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

Transformational
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
Communication
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 Prioritisation 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

192019 UniversalConsultingIndia Pvt Ltd© Confidential 19
Program Architecture1
Board
StrategyOffice
WorkstreamChampion
Functional Team
CEO
UCSTRATEGY
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
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Agastya Corporate Park
Kamani Junction, LBS Rd
Kurla (W)
Mumbai 400070, India
Tel +912266222100
strategy@universalconsulting.com
www.universalconsulting.com

Strategy Implementation Practice | UC STRATEGY | Nov 2019

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Strategy Implementation Practice | UC STRATEGY | Nov 2019