Background & Approach
About Atul Vaid
My Job Is To Push You To Grow And Change
Hello, my name is Atul Vaid and I have been a strategy and marketing consultant for 20+ years with some of the worlds biggest consulting brands.
If you cant find a unique spot in your industry, you cant challenge for leadership. Your strategy should aim to find and create that unique position for you.
If you want consultants from your own industry you will probably never be provided with a unique idea or model. So think different!
I work across industries using an industry-agnostic approach based on lessons learnt in 20+ years of working with clients across the world. This means that you get the best practices from a number of industries, geographies and cultures.
Spent 8 years serving global clients onsite and remotely. Led strategy consulting practices, delivered engagements, ran global programs.
Worked for 5 years providing global-quality consulting for Indian and MNC clients across India. Strategy, business planning, organization design and change.
4 years in the Middle East, helping MNC and local private and Government clients expand in UAE, Oman and Bahrain.
Ran a team for 2 years to design and set up a new model of BPO recruiting, working with private and State Government partners across India.
Learnt the basics of consulting over 4 years with a focus on ensuring recommendations provided a national benefit, with private Indian firms and Government clients.
Set up in India and ran remote marketing services for 2 years for this California-based startup, serving India, US and Japan.
Social changes, demographics, technologies, political positions, disasters – all need to be considered. Process Improvement requires narrow industry expertise but Strategy needs both wide-angle vision across several sectors + micro-focus to develop company-level and function-specific initiatives.
You waste time and effort if your organization can’t focus on numbers from Day Zero of a planning and execution initiative.
This does not mean that Finance/Accounts should own strategy. Areas traditionally less focused on numbers – HR, Communications, Branding, etc – also should take ownership of strategy development, and work on corporate metrics .
Its not enough to just have great ideas – they need to be practical and implementable by the organization within its current or future pool of resources and capabilities.
The team developing the strategy should evaluate all courses of action to create value – and that means challenging all the assumptions maybe holding them back.
A key part of my approach is to ensure that client teams achieve higher performance through changed mindsets, goal-seeking behavior, and greater self-management.