Sumit Biswas - proposition - business transformation

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Sumit Biswas, Zascar Consulting 1

Sumit Biswas - Zascar Consulting

Business transformation

Sumit Biswas

07836 669658

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Sumit Biswas Zascar Consulting

Approach

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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

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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

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Assignments

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Business strategy

Organisation

Behaviours

Processes/technology

Transformation

Align the elements

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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

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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

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Organisations

10% of work volume as associate

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Case studies

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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

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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

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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

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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

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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

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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

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Profile

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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

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Working style

“A natural change facilitator ...

provides outstanding support

in articulating abstract ideas,

taking theory into execution”

Sumit Biswas

07836 669658

Sumit Biswas - proposition - business transformation

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