1. 1. The pathways The business has been classified into three distinct but mutually interactive trajectories
2. 2. DRIVING FORCES Tracking the traction
3. 3. Dynamics of change Micro-fundamentals the driver of macros Knowledge capital formation in important domains weak cycles Debilitating operating overlaps- undermined intrinsic macro advantages Cascading effects on product economy and on the brand equity Scaling up is invariably Macros a cross-sectional analysis Organic growth in the economy is stunted Real income depreciates Purchasing power capacities are adversely affected The economic forces on the currency equilibrium yield a downward pull
4. 4. Elements of change Micro elements Creating overlaps of the knowledge peripherals Integrated approaches in bringing cross-functional convergence Working groups with myriad expertise in a perpetual cycle of trouble shooting knowledge building systems scaling Macro elements Debt driven inorganic growth is not sustainable Systemic manufacturing and value chain inefficiencies pull down real incomes depressing purchasing capacities in the economy Knowledge lags have cascading negative influences on asset
5. 5. On-course corrective initiativesMicro elements Demonstrating changes on an upward trajectory across domains Making known the mechanism of bringing in value in a) operating zones, b) working strategies in financial re- engineering and brand equity and c) establishing qualitative HR strategy riding on mathematical connotations of a dynamic performance Macro elements Reduction of corporate debt on a radical scale ORGANIC GROWTH Building knowledge through real time integration of work groups and convergence of cross-functional ideas SYSTEMIC EFFICIENCY Empowering layers of workforce in creating perpetual cycles of practical innovations across domains -
6. 6. DERIVING VALUE THROUGH STRATEGIC BUSINESS UNITS Creating the overlaps of change
7. 7. Outlining the SBUs Strategic Business Unit-1 : Scaling up organic profitability V/S leveraged growth in major sectors of high penetration Strategic Business Unit-2: Creating a milieu of high value business intelligence riding on advanced statistics and big data modeling Strategic Business Unit-3: Leased model of turning around defunct or near-defunct manufacturing units to ensure growth in a) real income, b) stable equilibrium points on currency strengths and c) expanding the purchase reach as well as thresholds
8. 8. STRUCTURAL FRAMEWORK SBU-1 Delineating the structure
9. 9. Basic elements of SBU-1 Productivity Yield MTBF meantime between equipment and component failure MTTR meantime to repair
10. 10. Cost sheet elements of SBU-1 Critical component life Inventory costs through classified component criticality Reengineering of designs on nodal machinery points Precision tools and practices for reducing the bandwidth of operating machinery tolerances Extensive use of vibration, thermometry and related condition based maintenance techniques to scale up equipment efficiency
11. 11. Qualitative elements of SBU-1 Quality matrix creation and effective linkage to equipment health and performing efficiency Energy re-engineering through electro-mechanical interface Defining the lead process indicators Establishing the stochastic links in the integrated quality matrix Drill down of the quality measurement indices into the network of influence variables to effectively establish phenomena mechanisms and track potential process
12. 12. Innovation as an engine - SBU-1 Creating and integrated process-equipment-energy indicator grid Updating the influence weights of all indicators real time on actual in-process data day in and day out as part of the integrated process control system Zeroing in on the most influential nodal points in the indicator matrix Defining the POI-points of innovation reduction in the fluctuation bandwidth of the high influence variables Generating thought density around the POI as an effective innovation engine
13. 13. Integrated management accounting systems - SBU-1 Creating and integrated process appraisal mechanism that is a quantitative indicator of systems, processes and equipment performance in both efficiency and energy paradigms PQI process quality index having the quality and in-process productivity and yield performances as integral points MQI electro-mechanical interface and energy derivatives as part of the re-engineering initiatives to generate the index for machinery quality index CQI consolidated quality index as a combination of PQI and MQI to underscore effectiveness of the peoples processes
14. 14. Brand Equity - SBU-1 Integrating the product building fundamentals of PQI, MQI and CQI into the brand perception Educational campaigns for users to bring forth the true value of process appraisal techniques in the product composite Eliciting the product valuation through the metrics to generate the brand differentiation and concomitant pricing equilibrium at higher points Positioning the brand at an elevation to enable the pull factors in the sector to be activated Extension of the pull factors to establish systemic efficiency in the sector concerned
15. 15. PREDICTIVE ANALYTICS FOR BUSINESS AND ECONOMY INTELLIGENCE Mathematical modeling of possibilities
16. 16. Artificial Intelligence as an engine - SBU-2 Bayesian Belief Networks would be the statistical tool Key macro fundamental parameters to be linked to the micro data of different sectors for generating probabilistic influence weights and moments around nodal points of relative importance Generating thought density around the POI as an effective engine IN THE REALM OF PREDICTIVE ANALYTICS Networking with the stakeholders in the economy to facilitate high end thought in big data analytics and informed decision- making
17. 17. LEASED LIFE IN NPA ACCOUNTS SBU-3 Saving lives through innovations
18. 18. Lease elements SBU-3 Cumulative outstanding liability to be factored in the lease Market valuation of assets to be factored in as the second element Expected profit margin for the receiver management composite to be factored in as the third element Making of a great organization through the transformational management techniques of SBU-1 Making sense of the organic turnaround to ensure strengthening of the currency valuation and real income growth in the economy
19. 19. LEVERAGING EXPERIENCE Enumerating empirical events
20. 20. Empirical elements Promoter profiling Influences in the effective turnaround in different cultural milieu and bring in elevation in the product economy have been the strengths all along over the past decade and half Trusted methodology adopted over and again to merit institutionalization of the roadmap and the blueprint Spiritual strengths and the power of the thought processes need to be integrated in the turnaround approaches to make a difference in the lives of people