|
|
 |
|
Rationale |
| • |
A common feature in all financial crisis’ that the world has faced over the last 371 years (from the Tulip in 1637 to current Global Financial Crisis) is the failure of some of the strongest companies that enjoyed meteoric rise in the good times |
| • |
Research clearly shows that, how companies respond to the crisis, is what separates the ‘living’ from the ‘departed’. Most organizations tend to cut costs indiscriminately, freeze all forms of developmental work and adopt a ‘wait & see’ approach. We call them the ‘Chop & Cripple’ companies |
| • |
By contrast, the Smarter Companies (we call them ‘Trim & Fit’ companies), while being prudently cautious, use crisis periods as opportunities to critically evaluate every aspect of their Strategy, Structure, Staff and Systems, challenging every dollar and every stroke of work as to the value added. They also see the upside of acquiring low valued assets, strengthening their market position (given the lower level of competitive / marketing activity) and gear their organizations for the upturn. |
Concept |
| • |
Trim & Fit is a Performance-Driven Consulting Solution to help companies to prevail (not just survive) the tough times and seize upside opportunities
|
| • |
It takes a “direct-2-bottomline” route, thus ensuring sustainable results with the optimum level of resources. The entire process of change is lean and effective, which is further reinforced in the recommendations and outcomes
|
| • |
By contrast, the Smarter Companies (we call them ‘Trim & Fit’ companies), while being prudently cautious, use crisis periods as opportunities to critically evaluate every aspect of their Strategy, Structure, Staff and Systems, challenging every dollar and every stroke of work as to the value added. They also see the upside of acquiring low valued assets, strengthening their market position (given the lower level of competitive / marketing activity) and gear their organizations for the upturn. |
Aim |
| • |
Resilience: Based on the Risk Assessment and Sensitivity Analysis, enabling the organizations to withstand the fundamental and short term threats.
|
| • |
Sensitizes: the entire organization through a highly inclusive, interactive and educative process that will get the buy-in of key stakeholders, also ensuring ownership in implementation.
|
| • |
De-Slack: Organizations inefficiencies are accumulated over long periods of good times and tend to get hidden in the overall profitability. De-Slacking through a process of rationalization helps to achieve a cost optimized operation, by weeding out unproductive Value Chain Components, Plants, Products, Brands, Channels, Customers, Structure, Systems and Initiatives.
|
| • |
Re-model: the business on a Ground-Zero basis (given the environmental dynamics), thus arriving at a business model and scale that will ensure business sustainability and a position to capture the upturn opportunities. |
| • |
Upsides: Seizing the Opportunities arising from the tough times and making prudent investments |
| • |
Toughen: Gearing the organization to make Tough responses as a part of their DNA, through a Lean, Minimalistic and Performance Driven Culture (supported by Systems).
|
Model |
MTI’s Trim & Fit is a holistic model, steadily progressing through the phases of Analyze, Strategize and Realize |
|
|
Modules |
Strategic Questions / Key Deliverables
|
 |
| Risk Assessment |
• |
What specific business risks (external and internal) does the business encounter (current and imminent) in relation to its:
|
| |
◊ |
Value Chain based P&L
|
| |
◊ |
Strategy, Structure, Staff & Systems
|
| Sensitivity Analysis |
• |
What is the degree of sensitivity of the entire business, as measured by the components of its: |
| |
◊ |
Value Chain based P&L
|
| |
◊ |
Strategy, Structure, Staff & Systems
|
| Crisis Opportunity Assessment |
• |
What specific opportunities exist for your business (arising from the crisis) in terms of: |
| |
◊ |
The entire Value Chain (Supply Chain, Channels, Customers / Consumers)
|
| |
◊ |
Competition |
| |
◊ |
Strategy, Structure, Staff and Systems |
| |
◊ |
Cash Flow/Cost of capital
|
| |
|
|
| Strategy |
• |
How to cost-effectively understand (and respond to) your Customers / Consumers specific needs in tough times? |
 |
| • |
How to analyze the specific challenges and opportunities arising from your key competitors, given the reduced size of the ‘pie’ that you will be competing for? |
| • |
How to rationalize your Customers, Product, Brands, Suppliers and Initiatives, thus removing the slack created in ‘good times’, with direct-to-bottom-line savings? |
| • |
How to institute ROI measures for all marketing, branding, channel, sales and service initiatives, which will even permit prudent investments to grab competitor market share? |
| • |
How to tighten the disciplines of supply chain and working capital management, with an integrated approach within the organization? |
| • |
How to identify opportunities for acquisition of businesses, brands, products, patents etc? |
| • |
How to prudently divest – any aspects arising from the rationalization process (above)? |
| • |
How to capitalize the Sustainability Opportunities in the wider business domain? |
| Systems
|
• |
How to develop lean and robust processes (on a clean-slate basis), thus objectively exposing the excess ‘fat’ and reducing process time? |
| • |
How to optimize the use of cost-effective technology (including optimizing existing systems), that will ensure leaner processes, cycle time and efficiency? |
| • |
How to significantly cut down meetings and reporting times through a regimentation of lean formats, thus reducing the cost of management time (and the total staff strength)? |
| • |
How to institute a regimentation of performance indicators as the basis of management decision making? |
| |
|
| Structure
|
• |
How to develop a clean-slate based lean and effective structure that will feature zero slack, and minimize layers and supervision only jobs? |  |
| • |
How to deal with the excess capacity – on the principle of ‘Cold at Structure – Warm at Staff’? |
| Staff
|
• |
How to institute a performance based pay structure and culture – that will drive every stroke of staff work? |
| • |
How to identify and lock-in high performers (based on the risk analysis) and how to ‘acquire’ high performers (you have tried and not been able to attract)? |
| • |
How to sharpen critical competencies for tough times and lean living? |
| • |
How to drive towards a lean, simple and minimalist culture, including rewards and recognitions for living these values? |
| • |
How to drive change management initiatives towards the new strategic and structural initiatives? |
| |
|
|
| |
|
|
|
Execution |
| Given the tough conditions we are in, the delivery of this consulting solution will be based on the following principles:
|
| • |
An inclusive and interactive process that see key internal stakeholders being part of the analysis and solution development process, via Consulting Workshop and Consulting Clinic
|
| • |
Based on Strong Analytics as the foundation of the solution
|
| • |
Extremely lean and effective documentation, with the focus being on Straction (converting Strategy to Action) and swiftly to implementation |
| • |
Given the above, ensuring rapid and condensed project timing
|
| • |
Internal Marketing and Sensitivity Appreciation to ensure smooth executions |
| • |
Implementation Audits by MTI to ensure it is being effectively implemented |
| • |
Beyond Consultants, we will be your Resultants on this project!
|
Contact Us |
| • |
www.mtiworldwide.com/trimandfit |
| • |
trim&fit@mtiworldwide.com |
| • |
Operations: Bahrain, Bangladesh, India, Malaysia, Pakistan, Sri Lanka, United Arab Emirates, United Kingdom |
| • |
Associates: Australia, Brazil, Belgium, Cape Verde, Czech Republic, Germany, Indonesia, Korea, Malta, New Zealand, Swaziland, Turkey, Ukraine, United Kingdom, Zimbabwe |
|
|
|
