Managing Business transformation in Small & Medium Companies

Business Transformation

IGCC Bangalore, 18th Oct 2016

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Survival rates are shrinking …

Fortune 500 in 1955 Vs 2014, 88% have gone out of Business

> 40% of Indian startup business that started in last 2 years have failed to survive

New Normal


Companies need to constantly review their offerings every 4 years.

Evaluate changing market and technology requirements

Shed (disintegrate ) & re-configure to be relevant

Sustainable competitive advantage lies is how quickly can a company discover the shift, nurture & grow required assets & resources, energize and connect all elements required to Transform.

It is not the most powerful that survive but those responsive to change….Darwin


Lack of an integrated framework, often Board is at distance

Outcomes and activities alignment weak

Seen as an IT initiative

Commitment Fizzle, Sustaining momentum after initial hooplah ….

Lack of consistent Marketing to stakeholders: Inform, influence and advocacy

Too rigid plans

Lack of effective measurement system that captures direction & speed of change

Lack of ownership at many levels.

What hinders transformation??

Transformation requires simple yet effective framework



Evaluate

Current business model

Current skills & capabilities

Systems & process

Execution efficiencies: sales funnel, closure rate, COPQ, Discounts, NVA, brand loyalty, Key account management, AR/AP, attrition, leadership


Visualize

What to strengthen and deepen

What to discard

Key activities that must be done

What could be Productized (standardize, automate)

How you ride Product – Technology Roadmap

What Investments yield high impact

Platform approach to attack variety

Key activities


Define

New identity: portfolio & market communication

New revenue models, engagement models

New workflows, and process owners

Short and long term outcomes

Goal alignments within function and across functions

Impact making investments, associated risk


Implement

Constitution defining roles and distribution of authority

Train and build capabilities of People and infrastructure

Identify champions who would own & drive

Bring “sense of urgency”

Investment that leads to revenue gain or market relevance

Remove dedication in marketing, HR and support functions

Celebrate small success

Measure outputs and outcomes


Sustain

Create leadership circle across functions

High cross-functional hands down review

RCA and Knowledge Management consolidation

Co-creation and collaborative working

Platformize, Optimize

Develop Ecosystem rent seeking capability

Measure Outcomes and Impact

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