Driving Human Performance through Strategy
Driving Human Performance through Strategy
Toyota embarks on a journey to implement MTI's comprehensive competency model
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Assessing Bahrain’s Private Sector for World Bank
Assessing Bahrain’s Private Sector for World Bank
The World Bank Group has retained the services of MTI Consulting to assess the Bahrain Private Sector – through the Bahrain Enterprise Survey 2024
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Taking Bangladesh’s Organic Tea International
Taking Bangladesh’s Organic Tea International
MTI was retained by Teatulia, the fast-growing niche organic tea brand in the USA & UK, to chart their strategic direction and to provide implementation support. Teatulia recently launched its first Tea Bar near Covent Garden, London as a part of their growth strategy
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Strategic Assessment of Ethiopian SOEs
Strategic Assessment of Ethiopian SOEs
As part of the wider SOE reforms that is taking place in Ethiopia, MTI Consulting has completed the Strategic Assessment of 5 State-owned Enterprises (SOEs)
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Game-changing for USA’s largest Lemon Producer
Game-changing for USA’s largest Lemon Producer
MTI’s enabled Limoneira to develop a global direct go-to-market strategy – breaking free from a legacy co-operative approach.
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Enabling India’s Enterprise Digitalization
Enabling India’s Enterprise Digitalization
Tata Tele Business Services retained MTI Consulting for the second phase of their business strategy - based on MTI’s 8S ® model, working collaboratively with their management team
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Enabling Rwanda’s Socio-economic Development
Enabling Rwanda’s Socio-economic Development
The MTI-enabled Strategic Plan of the Rwandan Telecom and Energy Regulator (RURA) has now been published, which is strategically linked to Rwanda’s Vision 2050
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Solutions
MTI’s solutions are based on two consulting practices, comprising of 8 Solutions – which are customized to client specific needs.
Strategy
Strategic Planning & Growth
Corporate Re-structuring
Market Entry Strategy
M&A Integration
Execution
Process Re-engineering
Digital Transformation
Performance Management
Resource Optimization
Strategic Planning and Growth
Why?
Charting the Strategic Direction of the Organization – given the Emerging Opportunities, Challenges, Capabilities (of the organization) and the Possibilities that can be created
As a means of gearing the organization to plan for and meeting the future dynamics
To strategize quantum business growth – in challenging and opportunistic market conditions
What?
Development of a Comprehensive Strategic Plan based on MTI’s 8S ®, sequentially covering the modules of Scope, Scan, Sights, Strategy, Structure-Staff, Systems and $Financials
The Final Module titled ‘Straction’ breaks down the Strategic Initiatives to Action, which is then followed by a process of ‘Imple-mentoring’
Corporate Re-structuring
Why?
Under-performing businesses – with the potential for significantly higher performance and / or in urgent need of a transformation
What?
Ground Zero’ based Re-structuring Vs. Incremental Tweaking
Re-casting the Conventional P&L into a Value-Chain based P&L – as the basis of the following strategic decision
Slack Elimination in the Business Strategy – via Rationalization of Business Units, Products, Brands, Channels, Customers, Demand Generation and Supply Chain Initiatives
Followed by Slack Elimination in the Processes and then Structure – covering Jobs, Layers, Levels and Latitude
Market Entry Strategy
Why?
Reached the optimum level of growth in current markets. Single-country / Single-region Risk
Single-region Risk
Compelling Value Proposition – with potential to capture cross-border opportunities
High Growth Opportunities in Emerging and Frontier Markets
What?
Development of Internationalization Strategy
Market Attractiveness and Feasibility Studies
Market Entry Strategy
Partner Identification – Customers, Channels, Supply Chain
M&A Integration
Why?
For rapid, quantum growth – via an inorganic business strategy
Divestment of non-core businesses – for sharper business focus
Cashing out – for alternate investments, inheritance, retirement
What?
Facilitating the Programmatic M&A Integration process (on either buy-side or sell-side), which constitutes:
Defining Ideal Targets & Prospecting
Evaluation, and selection of Investor, Divestor, Merger-Partner
Transaction Documentation (Teasers, Information Memorandums etc.)
Valuation and Due Diligence
Post M&A Integration via a purposeful Integration Strategy
Process Re-engineering
Why?
Processes enable Business Models and Business Strategies to be broken down to standardized and routinized workflows
Thus ensuring the optimum level of ‘energy’ is utilized for standardized, repetitive tasks – leading to both customer value and cost optimization
Eliminating non-value-adding slack and inefficiencies – that tends to accumulate when processes are not regularly challenged for relevance and value
Ensuring the investment in systems are based on a foundation of effective processes
What?
Process Re-engineering, depending on the degree of change required, could be approached in two ways:
Ground Zero-based Approach – which starts by challenging the fundamentals of the Value Chain, Business Model, then cascades to purpose-based workflows
Continuous Improvement Approach – which focuses on focused specific workflows in need of ‘slack’ elimination
In both cases, tech-optimization is pursued – immediately following the optimized process disciplines
Digital Transformation
Why?
Increasing complexity of interpreting Customers, Channels, Supply Chains, Human Resources, and Competition – in an increasingly over-communicated world
The power of data in developing breakthrough offerings and go-to-market approaches
What?
Development of holistic Digital Transformation Strategy and Road Map
Covering Trends, Challenges & Opportunities, Impact on Business Model and Strategy, Core Tech (ERP), Functional / Customer-facing Tech (Apps), Analytics and Digital Strategy Enablers (Processes, People, Eco-Systems, Compliance, and Governance)
Experimentation: Minimum Viable Products (MVP) / Use Cases for Artificial Intelligence, Machine Learning, Big Data Analytics, IoT, Blockchain, etc
Capture, clean, process, analyze, and visualize data – enabling business decision making. Via Data Science, Big Data Analytics, Artificial Intelligence / Machine Learning, Internet of Things (IoT), Robotics Process Automation (RPA)
Performance Management
Why?
To proactively track organizational performance and strategy execution – so that corrective action (if needed) can be taken
To ensure that organizational capacities/resources are optimized
What?
Macro Performance Management Framework– based on the Value Chain, Business Model, and Organizational Strategy
KPIs (Key Performance Indicators) and MPIs (Market Performance Indicators) – all of which to be seamlessly linked (via a Tree Diagram) to the Organizational Goals
Institutionalizing the Performance Management System – via Reports, Reviews, Rewards-linking, Tech-Optimization, and Internal Marketing
Resource Optimization
Why?
Effective execution of an Organization’s Strategy is critically dependent on its Human Resources, i.e., how they are hired, inspired, and optimized to deliver optimal performance
The need to address the fast-changing dynamics of Resourcing in the Gig Economy context
What?
Comprehensive Audit and Recommendations covering the entire HR Eco-system i.e., Resourcing Strategy, Capacity Planning, Employee Value Proposition, Recruitment, Employee Engagement, Competency Development, Rewards & Recognition, Performance Appraisals, HR Governance, Exit Formalities and Relationship Management
With the option to focus on select modules from the HR Eco-System (above)
“As a customer-first organization, we are excited to undertake this timely campaign lifecycle management (CLM) review with MTI Consulting to understand how we can improve our CLM process to better serve our customers with more agility, speed and flexibility. ”
Premal Patel
Managing Director – Catalina UK (2025)
“In developing these strategies, MTI’s robust approach included stakeholder feedback from Zimbabwe’s industrial and non-bank financial institution (NBFI) sectors, along with best fit practices drawn from the region’s top performing Industrial Development Corporations.”
Onesimo Musi
Executive Director – SERA (2024)
“MTI Consulting has effectively concluded the first phase of our strategizing process based on MTI’s 8S ® model, working collaboratively with our management team. Now, in order to effectively execute the strategic initiatives arising from the strategic plan, we have retained MTI Consulting”
Harjit Singh
CEO - Tata Tele Business Services (2023)
“The MTI team exhibited great professionalism in their approach to designing Rwanda Cooperation’s Strategic Plan. From the initial interviews to their submission of the document, they were diligent, attentive to detail, and receptive to feedback. It has been a pleasure to work with them as we laid out the principles and strategies that will guide our organization for years ahead.”
Urujeni Rosine
CEO – Rwanda Cooperation (2021)
“Looking back we are extremely pleased with that decision which has paid off significantly as reflected in our business performance and financial results. MTI played a pivotal role in this exercise and did so while getting the buy-in and inclusiveness of our team.”
Harold S. Edwards
CEO - Limoneira (2017)
“The MTI study has given us the market map and pulse of the lubricant market in the two key emerging markets of Indonesia and Myanmar. We now rely on MTI's regional expertise in setting up our channel network.”
Subodh Dakwale
Managing Director - Lanka IOC (2014)
“MTI has effectively developed and delivered our service branding initiative on 'Living' the Amex Brand.”
Zoran Novakovic
CEO - American Express (2005)
