1. The pathways The business has been classified into three
distinct but mutually interactive trajectories
2. DRIVING FORCES Tracking the traction
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. 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. 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. DERIVING VALUE THROUGH STRATEGIC BUSINESS UNITS Creating the
overlaps of change
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. STRUCTURAL FRAMEWORK SBU-1 Delineating the structure
9. Basic elements of SBU-1 Productivity Yield MTBF meantime
between equipment and component failure MTTR meantime to
repair
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. 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. 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. 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. 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. PREDICTIVE ANALYTICS FOR BUSINESS AND ECONOMY INTELLIGENCE
Mathematical modeling of possibilities
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. LEASED LIFE IN NPA ACCOUNTS SBU-3 Saving lives through
innovations
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
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