Strategy Development

Growth Strategy

Clients often ask for help to define a ‘strategy’, demanding a ‘business strategy’ or ‘business plan’ or ‘strategic plan’.

Regardless of what they call it, we get it! What they mean is that they are serious about growing their organization, and want to take thoughtful decisions about their organization’s future.

What they require is a framework, written, discussed and agreed; that captures the vision and aspirations of the owners and/or leaders, examines what they know about their markets, products, competitors and competencies; and suggests a way forward to achieve their ambitions.

We therefore call this a Growth Strategy or a Growth Plan, and our approach combines the best elements of business planning and strategic planning into one comprehensive framework, which you can review below.

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Growth Planning Offering

Steps for a great Growth Plan

1 Confirm the need for change
Snapshot of macro and market trends
Your objectives and current position
Gap analysis – current and desired position
What-if analysis to show impact of unchanged strategy

2 Set Strategic Direction
Revisit Mission, Vision
Develop values and guiding principles
High level internal and external examination (SWOT)
Frame long-list of proposed growth areas

3-Prioritize Opportunities
Deep dive by proposed growth area (outside-in)
Ranked list of opportunities

4-Qualify Opportunities
Capability gap assessment
Assess market-competency match to prioritize opportunities
Initial business case & risk assessment
Qualification of opportunities

5-Define Growth Dimensions
Map key dimensions of growth – offerings, geographies, and customer segments
Assess organic and inorganic routes to growth.

6-Operating Model
Define operating model needed (Organization Structure, People, Processes and Technology)
Detailed go-to-market approach (including build / buy / partner decision)

7-Strategic Initiatives
Define strategic initiatives to be undertaken
Creation of detailed Business Cases with functional-level plans and detailed financial projections.

8-Change Execution
Create change plan to implement strategic initiatives
Action monitoring and governance processes

Deliverables

Mission, Vision, Values and Guiding Principles
Macro-review
Capability assessment
SWOT
Growth strategy and go-to-market plan
Operating model recommendations
Strategic initiatives
Change plan & Governance processes

Benefits

A growth plan containing a high-level strategic view of the environment, as well as detailed execution plan at initiative level

Alignment of employees about direction and activities

Seamless transition from planning to execution

Sample Engagements

(The following is a non-exhaustive list of engagements provided as a sample. We do not reveal client names.)

Strategic Planning for a India market leader in luggage, toys and furniture. The assignment involved the analysis of the overall portfolio through a business-level analysis of the industry environment, consumer preferences and purchasing, channel partner dynamics, and a projection of inputs costs over the next five years. This allowed to assess each business in terms of market attractiveness and competitive position, and the creation of a position on the long term potential for the group with subsequent decisions per segment on investment and exit.

Corporate Planning for a producer of ceramic building products involving an analysis of the industry potential, competitive structure and operating norms, an examination of the client firm’s capabilities and the design of appropriate competitive strategies.

Business Strategy and Corporate Transformation for a member of one of India’s largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.

India Country Strategy for US NGO – Operating for 15 years in India, this NGO had grown erratically, with 7 programs spread over 4 themes. This affected both funding as well as operational efficiencies. The engagement therefore rethought its rationale for existence in India, the thematic and program approach to be followed, proposed a shift in the operating model in terms of organization structure and support capabilities, and identified key factors required by changes in the internal and external environment to be addressed.

Strategy Review for a MNC dyes and chemicals manufacturer The project involved a review of the business strategy of the organization in light trends in the macro-environment and in user industries, and the formulation of recommendation addressing strategic and operational issues.