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Business Transformation Consulting

Our Approach & Methodology




  • Understanding of strategic and competitive issues, business objectives and goals
  • Selection and Prioritisation of interventions
  • Finalisation of the scope and project plan
  • Identification and allocation of resources
  • Developing a communication plan

Deliverables:  Program Guidance Report


Map the current state of the organization
-Organisation structure
-Key processes , information flows and Current KPIs
-Physical and ICT infrastructure
-Geographical coverage

Identify the areas constraining the organizational growth and performance
Deciding on the target level of improvement based upon industry best practices
Identify the Gaps between existing and targeted levels
Defining the change management requirements
Deliverable: Due Diligence Report


Map the Improved/Future state of the organization expected to bridge the Gaps
-Organisation structure
-Key processes, information flows and New KPIs
-Physical and ICT infrastructure
-Geographical coverage

Optimise the deployment requirements based upon best practices and associated benefits 
Build a deployment schedule
-Quick wins
-Medium and long term

Deliverable: Preferred Destination Report

  1. Finalisation of the scope and Deployment plan
  2. Identification and allocation of resources
  3. Handholding during the implementation phase
  4. Capacity building for the new requirements
  5. Facilitating in institutionalizing the new system
  6. Deliverable: Deployment Report


Understanding of strategic and competitive issues, business objectives and goals
Understanding of innovation requirements based upon competitive dynamics
Assessing the current capabilities in continual and breakthrough innovation
Selection and Prioritisation of areas for innovation
Building/Improving the innovation process and KPIs
Identification and allocation of resources
Facilitating in building capabilities and institutionalizing the innovation system
Assist in networking with organizations that can contribute to building of innovation capability

Deliverables:  Innovation Institutionalisation Report

  1. Process Documentation
  2. Business Process Reengineering
  3. 5 S
  4. Six Sigma
  5. Lean Manufacturing
  6. Lean Services
  7. Business Transformation
  8. Benchmarking
  9. Inventory Management
  10. Supply Chain Management
  11. Innovation

Achieving Better Results through Focused initiatives

Three Simple Questions
It is seen that many organizational improvement programs don’t meet expectations leading to disappointment and “frustration”. Many times organizations put disproportionate amount of efforts compared to results achieved. While we can always justify these less than satisfactory results, there exists a set of real roots of this disappointment that, if recognized, can be avoided if given appropriate forethought.
These roots can be categorized in terms of the three basic questions faced by management:
What to change?
To what to change to?
How to make the change happen?

What to change?

First and foremost, disappointing improvement results come from failing to truly answer this question, or just as likely, failing to ask it. Unless the question of “what to change” is explicitly addressed at the strategic, tactical, and operational levels, any significant and sustainable benefit of the "improvement" is a matter of chance. Roots of disappointment associated with failure to clearly identify "what to change" include:
  • Effort wasted on local improvements with little or no consequence to global performance
  • Improving symptomatic situations without addressing deeper root causes
  • Jumping to solutions inappropriate for the specific system
  • Abandonment for a new "program of the month”

To what to change to?

Assuming that an appropriate understanding of the real situation is developed, there are still a number of pitfalls facing improvement programs that result from the design of those improvements. Without development of a clear cause-and-effect understanding of the improvement effort, there is no way to predict the results with any confidence. Without this understanding, there is no way to truly assess whether particular tactics are truly supporting the overall strategy of improvement. Without getting a meaningful answer to this question, one is forced to either proceed with uncoordinated trial and error, or to borrow “benchmarked” solutions with the irrational expectation that because it worked for someone else, it will work in our system.

When the question of what to change to is shortchanged, significant results can be lost to:

  • Jumping to solutions without truly assessing their improvement potential
  • Focusing on "low-hanging fruit" and forgetting about the health of the “tree” as a whole
  • Failure to take into account implications beyond the immediate target of the "improvement"
  • Being successful and not being able to take advantage of or build upon that success (or even backtracking due to such a blockage)
  • Allowing immediacy to threaten sustainability

How to make the change happen?

    No matter how well thought out a target and direction for improvement is put together, in the end, it boils down to three things: implementation, implementation, and implementation. Putting in place a significant and sustainable improvement deserves and requires careful planning, support of the necessary players, and tracking of expected outcomes along the way in order to effectively carry out those plans.

Ineffectiveness in program and effort can result in:

  • Failure to achieve buy-in for cooperation, collaboration and co-ownership
  • Lack of focus on the task at hand
  • Distraction of participant's local concerns
  • Failure to see progress toward significant objectives and a loss of momentum

Theory of Constraints (TOC) answers these above questions with a focused approach as explained below.

Theory of Constraints (TOC)


TOC views organizations as systems consisting of resources, which are linked by the processes they perform. The goal of the organization serves as the primary judge of success. Within that system, a constraint is defined as anything that limits the system from achieving higher performance relative to its purpose.

Any chain has only one “weakest link,” and unless that link is addressed, the strength of the overall system — the chain — will not be improved. If it is addressed, then a new link takes on the mantle of “weakest.” No matter how often, or how quickly you say “good-bye” to an old weakest link, there will always be a new one to take its place. As a result, there will always be an appropriate point of focus for improvement — the weakest link.

Just as the strength of a chain is governed by its single weakest link, the TOC perspective is that the ability of any organization to achieve its goal is governed by a single, or at most very few, constraints. The management concept delivered by the Theory of Constraints may be summarized by means of the following two fundamental principles

  • Every system is equipped with at least one constraint.
  • The systemic constraints represent opportunities for improvement.

Further most organizations have limited resources and many things are required to be accomplished. If, due to misplaced focus, the constraint is not positively affected by an action, then it is highly unlikely that real progress will be made toward the goal. Companies are so immersed in the mentality of saving money that they forget that the whole intention of a project is not to save money but to make money. The fundamental characteristic of the relatively unaligned team is wasted energy.


Five Focusing Steps

Cycle Diagram

However, prior to identifying the constraint, two prerequisites must be satisfied to gain perspective for the analysis.

a) Define the system and its purpose (goal).
b) Determine how to measure the system’s purpose.

Getting increasing value from Lean Manufacturing

Value can only be defined by the ultimate customer. The focused approach (TOC) aims at identifying the right things to do . The Lean Manufacturing methodology works at doing things right by elimination of waste (i.e. muda) form the manufacturing system.

The fundamental approach to Lean implementation looks at the following aspects:
  • Specify Value
  • Identify the Value Stream
  • Flow
  • Pull
  • Perfection

Together TOC and Lean have the potential to add much more value than by each approach.So, we are always doing the right things in the right way.

How to achieve what is targeted to be achieved

In order to achieve the desired results in an effective manner, a well planned change management exercise is needed to be carried out. This exercise would look into the areas requiring intervention along with addressing the following six layers of resistance.

Six Layers of Resistance

  1. Agreement on the real problem, to
  2. Agreement on a direction for a solution, to
  3. Agreement on the efficacy of the solution, to
  4. Agreement that the solution won’t cause new problems, to
  5. Agreement on a plan, and to
  6. Agreement to proceed

Logically addressing these steps, and making sure that earlier steps are dealt with before moving on to later ones, will help to turn political endeavors from one of conniving and coercion to growing collaboration, cooperation, and co-ownership.

Small changes can produce big results – but the areas of highest leverage are often the least obvious.

How we add Value in business consulting services

Our experts assist you in every stage of the growth process by coaching and handholding and ensuring that you are doing the right things in the right way. We also guide you on ways by which you accelerating the achievement of your company’s goals in less time and lesser investments. We also guide you in putting right investments in Information and Communication Technologies so that you can achieve a sooner Return of Investment (ROI).

If any of the following questions come to your mind quite often, then you could count on us to provide world class solutions.

  • I have an idea but how do I convert that into a product/service/solution
  • I have developed a product/service/solution but how do get it to the market
  • My organization is growing at a rapid pace and being the only person who can do all/most things , I am finding challenges in taking it to the next level
  • I want to increase my capacity utilization and am looking forward to ways by which I could utilize my existing resources to deliver more
  • My organization is more dependent on me or few people to manage customer engagements and many of which do not want me to be there
  • My pricing is based upon my understanding of resource costs but now I have many products/services/solutions for the market and I think I may be cross-subsidising
  • I would like to train my employees in world class practices so that they provide consistent and quality solution
  • I would like to implement IT that can deliver great Return on Investment while adding value to my customers
  • I would like to develop a dashboard that can provide me information on how I am performing on various parameters and lets me know before my customer tells me where I need to improve

We also provide consulting on BPR & Supply Chain Management on the following areas: