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prs1011.ppt v5 / 09/01/2017 / p1
Sumit Biswas, Zascar Consulting 1
Sumit Biswas - Zascar Consulting
Business transformation
Sumit Biswas
07836 669658
prs1011.ppt v5 / 09/01/2017 / p2
Sumit Biswas, Zascar Consulting 2
Sumit Biswas Zascar Consulting
Approach
prs1011.ppt v5 / 09/01/2017 / p3
Sumit Biswas, Zascar Consulting 3
Specialising in business transformation
Accelerating business change:
– architecting change, or facilitating organisations to do so;
– creating alignment, commitment and engagement to make
rapid progress
– blending the human and ‘task’ aspects of change;
– managing implementation, as needed
Results that last:
– much value in transformation is lost in the
“gap” between strategic intent and delivery
– achieving enduring change means working on
several bases together – from the outset
prs1011.ppt v5 / 09/01/2017 / p4
Sumit Biswas, Zascar Consulting 4
Transformation success ingredients
Engagement across the organisation to form
and agree a clear picture of the future state
Consider every dimension where change is
needed
Make success solid by building momentum
and commitment to the transition
Multiple
lenses to
frame
delivery
prs1011.ppt v5 / 09/01/2017 / p5
Sumit Biswas, Zascar Consulting 5
Sumit Biswas Zascar Consulting
Assignments
prs1011.ppt v5 / 09/01/2017 / p6
Sumit Biswas, Zascar Consulting 6
Business strategy
Organisation
Behaviours
Processes/technology
Transformation
Align the elements
prs1011.ppt v5 / 09/01/2017 / p7
Sumit Biswas, Zascar Consulting 7
Strategy development and
transformation design
Organisation effectiveness and
change
Behaviours/human process
facilitation
Processes/technology-led change
Assignments
undertaken:
Issue presented
30%
55%
15%
5%
Mix – varied start points
prs1011.ppt v5 / 09/01/2017 / p8
Sumit Biswas, Zascar Consulting 8
Extensive assignment experience
60+
assignments
12 industry sectors
Retail
Security
Telecoms
Corporate Private M Public sector
Smaller private/
PE backed
Membership org’s /
Non-profit
90% as lead; 10% partnered and led by others
prs1011.ppt v5 / 09/01/2017 / p9
Sumit Biswas, Zascar Consulting 9
Role tailored for best impact
Facilit
ate/
advise
Ana
lyse
/pro
b.so
lve
Cre
ate
stra
tegy
/visio
n
Des
ign
trans
form
ation/
sol'n
/cha
nges
Pro
posa
l,app
rove
Mob
ilise
and
man
age
chan
ge p
rog.
Build
/Cre
ate/
Deliver
Laun
ch/ro
llout
Size of assignment
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Laun
ch/ro
llout
Facilit
ate/
advise
Ana
lyse
/pro
b.so
lve
Cre
ate
stra
tegy
/visio
n
Des
ign
trans
form
ation/
sol'n
/cha
nges
Pro
posa
l,app
rove
Mob
ilise
and
man
age
chan
ge p
rog.
Build
/Cre
ate/
Deliver
Laun
ch/ro
llout
Size of assignment
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prs1011.ppt v5 / 09/01/2017 / p10
Sumit Biswas, Zascar Consulting 10
Organisations
10% of work volume as associate
prs1011.ppt v5 / 09/01/2017 / p11
Sumit Biswas, Zascar Consulting 11
Sumit Biswas Zascar Consulting
Case studies
prs1011.ppt v5 / 09/01/2017 / p12
Sumit Biswas, Zascar Consulting 12
1. Starting with: Process and technology
Situation
• Traditional telephony - high costs, multiple providers
• Poor, fragile contact centre system – limited functionality
Engagement
• Delivery of internet telephony and call centre technology
• Business configuration, rules needed
• Highly complex programme to develop, manage, launch
• Three external partners plus internal project team
• New telephony roll out to 1000+ employees, 12 locations
• Stable modern contact centre platform achieved, 200 users
• Service developments enabled – transformation roadmap in place
1000 employees business-to-business
managed print services Operational change Different people competency model
New role/org. options enabled Productivity lift, multi-channel strategy
prs1011.ppt v5 / 09/01/2017 / p13
Sumit Biswas, Zascar Consulting 13
2. Starting with: Process and technology
Situation
• Dated web presence – limited ability for customers to transact
• Desire to modernise, for service, brand and operational benefits
Engagement
• Design and build of transactional web channel
• Creation of digital vision, design, benefits, model
• Automation of product orders, service, tracking
• Programme management for process detail, web design,
technology development
• Adoption plan, launch strategy
15000+ customers, business-to-business
managed print services
Call centre
interactions
Web
channel
usage
Process standardisation Simplification of product, and data
Financial: channel shift Digital and brand presence
prs1011.ppt v5 / 09/01/2017 / p14
Sumit Biswas, Zascar Consulting 14
3. Starting with: Process and technology
Situation
• Lengthy slow sales cycle, limited conversion
• Limited control on pricing and discounting
• Dated, paper-heavy customer sign-up
Engagement
• Digital solution: bespoke iPad app, plus signing technology
• Proposition, process, business rules needed
• Fast track programme to design, develop, approve, launch
• Roll out to 200+ SME salesforce
• Led ten rounds of agile development after
• Resultant faster sales close – centralised monitoring
• Intuitive, visual, engaging: great customer feedback
• Subsequent design + build of consumer equivalent
• 100+ consumer sales team: 95% of work now handled this way
1500 employees UK-wide
security sector Disruptive new way of working: products, process and skills
Improved speed, cost structure, back office, financial control
prs1011.ppt v5 / 09/01/2017 / p15
Sumit Biswas, Zascar Consulting 15
4. Starting with: Organisation
Situation
• Joint venture oil operation in Iraq: three parties
• Desire for higher production but concerns on organisation
effectiveness
Engagement
• Review of effectiveness – all aspects
• Research, interviews, surveys, other data gathering
• Events, meetings and workshops in Iraq, Turkey, UAE, UK
• Cultural and language differences embraced
• Proposed both strategic and tactical changes
• Wide range of stakeholders handled
5000 employees, three cultures, multiple languages
oil production Cultural challenge crystallised Improvements to work practices
Tighter strategic alignment
prs1011.ppt v5 / 09/01/2017 / p16
Sumit Biswas, Zascar Consulting 16
Sales Finance
HR IT
Redesigned
sales compensation
5. Starting with: Organisation
Situation
• Sales compensation needing alignment to business strategy
• Requiring better drivers of sales performance
Engagement
• Ten discrete salesforce plans developed
• Joint team – finance/HR/sales, UK and US
• Design principles then detailed analysis and proposals
• Balancing – individual pay impact vs corporate goals
• High quality launch materials and communication programme
• Track and embed new management process
• Software evaluation for subsequent evaluation
700 employees within 10 salesforces
Strategy
Business strategy
Sales channel objectives
Organisation
Roles, skills
Structure
Resourcing
Management system
Sales process
Measurement
Remuneration
Sales
development
Strategy
Business strategy
Sales channel objectives
Organisation
Roles, skills
Structure
Resourcing
Management system
Sales process
Measurement
Remuneration
Sales
development
Shifted behaviours
Alignment – sales to corporate strategy
prs1011.ppt v5 / 09/01/2017 / p17
Sumit Biswas, Zascar Consulting 17
6. Starting with: Strategy
Situation
• Unacceptable financial deficits for Gardens
• Requirement to achieve a new financial model
• 50 years into lease arrangement
Engagement
• Complex problem solving
• Impacts on visitor flows and membership assessed
• Options negotiated between parties
• Board proposals
• Approval for new model achieved
• Change impacts and risks surfaced
visitor attraction
gardens - conservation
Revised strategy
New financial structure
prs1011.ppt v5 / 09/01/2017 / p18
Sumit Biswas, Zascar Consulting 18
Sumit Biswas Zascar Consulting
Profile
prs1011.ppt v5 / 09/01/2017 / p19
Sumit Biswas, Zascar Consulting 19
prs1111.ppt v1 / 28/12/2011 / p15
Sumit Biswas, Zascar Consulting15
Focus on Step 2
Diagnostic process – for F&P with Performance Managers
Unacceptable
variance in spend vs f’cast
Financial
budget is
inappropriate
Abs. spend
levels are changing
Unit level
expenditure is
at variance
Activity
volume trend
is anomalous
Anomalous
trend in activity v tgt
Target
changed or
inappropriate
Elements of
activity are
problematic
Supply-side deficiencies
are the issue
Demand-side
anomalies are
the issue
Q6. Explore:
trended £ perf vs
budget
Q7. Explore:
How/when budget set
Assumptions used
Q8. Explore:
Volume and unit volume
variance
Q10. Explore:
Volume and unit volume
variance
Q9. Explore:
by month (ie trend)
RAG trend
Q11. Assure:
Understanding of system structure
(tool: elements and drivers, schematic)
(tool: quantified process model)
(tool: flow model)
Q12. Explore:
Measures of supply-demand mis-match
(turnaround; throughput over time;
backlogs; queues)
Objective: good enough
understanding of the root cause of the
performance issue
For each area: possible tools, charts, formats,
methods to accelerate the analysis
Activity
Facilitation
New business model
development
Process design
work
Delivery team
management
Analysis and design
prs1011.ppt v5 / 09/01/2017 / p20
Sumit Biswas, Zascar Consulting 20
Working style
“A natural change facilitator ...
provides outstanding support
in articulating abstract ideas,
taking theory into execution”
Sumit Biswas
07836 669658