Case study – Driving revenue growth
To implement sustainable practices that would help the organization scale and achieve planned revenue growth. Goal orientation was the focus of the intervention.
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Driving productivity & efficiency
Case study – Driving productivity & efficiency
Our client set up shop in India to take advantage of the “low production costs”. However, the productivity in India was 40% to that of their US counterpart thus negating any advantage. Our engagement was to power an improvement in productivity to at least 80% of that of the US HQ.
Driving collaboration & alliance
Case study – Driving collaboration and alliance
To enhance collaboration & alliance between the quality and product teams that was identified by the organization as the biggest impediment to getting two strategically important products launched within a stipulated time frame.
Driving competencies for up selling
Organization: A 700+ crore OEM in the power industry. A leading industrial steam turbine manufacturer, with a dominant market share of over 60% in India serving diverse industries like Biomass IPP, Municipal Solid Waste IPP, District Heating, Palm Oil, Paper, Sugar, Naval, Textiles, Metals, Cement, Carbon Black, Solvent Extraction, Pharmaceutical, Chemicals, Petrochemicals, Fertilizers, Oil & Gas Municipal Solid Waste based Independent Power Plants (IPPs), and Captive Power Plants (CPPs). Engagement purpose: Up selling by service…
Driving operational excellence
Case Study – Driving operational excellence
To increase customer satisfaction rating (CSAT) for continued business from their key customer (A global IT leader) by improving their ‘Operational efficiencies to achieve excellence”.
20 essential leadership skills for execution
Downloadable template – As a part of the Metis centre of execution excellence (MCeE) research, we have shortlist 20 key abilities / skills required for leaders to optimally execute strategies. For the purpose of research we focused on functional skills essential for strategy execution. The behavioural and technical skills required, we believe have directly correlation to the functional skills required to complete the job on hand. Download the document (.pdf) here:
Unlearning your way to optimally execute
Unlearning your way to optimally execute –
To do things you have never done before we need to navigate through what we have done before. We have over the years, accumulated many methods and processes that have worked for us. We tend to apply this while executing, in almost every goal that we pursue.
A significant Challenge – Revenue generation role for service engineers in the OEM manufacturing business.
A significant Challenge – Revenue generation role for service engineers in the OEM manufacturing business. Here is a few thoughts on likely ways to encourage a revenue generation mindset in service engineers:
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20 essential leadership skills for strategy execution - In this article, we have focused on functional skills essential for strategy execution. The behavioural and technical skills required, we believe have direct correlation to the functional skills required to complete the job on hand. This article covers the 20 skills that are essential for leaders to be better strategy executors.
Leadership responsibility #3 -Operational risk management Operations risks are potential risks from breakdowns in routine operational processes, people and systems that are controllable and can be avoided. To be competent goal executors, Leader should consider gaining better understanding of their internal operational risk profiles. Effective management of operational risks will aid better decision making and encourage more informed risk taking.
Interview Questionnaire - Execution skills for leaders The right questions can help you identify execution skills for leaders. Though it is not exhaustive, the interview questions and rating scale given below will reveal a candidate’s leadership skills to get things done. Hope it is useful to you.
Contextual capability building - The process of contextual capability involves functional analysis of operational requirements. Capabilities are identified based on the tasks required to be performed to achieve a goal or a strategy. Once the required capability inventory is defined, the most cost effective and efficient option to assess and build capability can be attempted.
Creating role clarity & accountability - “Accountability” is known to most people. One should also know that there is more to it than just writing job descriptions and if incomplete can reduce the chances of implementing your organisation goals by 75%. Accountability should be used as a tool to inspire people to unlock their potential.