Business strategy to execution – a Point of View

Much has been discussed and written about strategy to execution covering people roles, processes that
support the functioning and technology which allows the flexibility to respond with speed. Given the
complexity of business operations by way of an intentional dis-balance created by organisations ,
surprisingly the factors revolve around a combination or some factors mentioned in the framework below.

Business strategy to execution overview

POLICY PROCESSES PEOPLE CUSTOMER
TOP MGT MIDDLE MGT FRONT LINE

CUSTOMER Service delivery Response Building

VALUE Innovation Problem ownership Loyalty
Spares mgt Relationship

Production Logistics
QUALITY Quality systems Order fulfilment Building
Inventory sys
VALUE
Value engineering
Performance mgt Value
Warranty mgt
Time to market

Sales Management
BUSINESS Product
Selling skill Building
Product knowledge
ETHICS Knowledge update Market knowledge Trust
Distribution Market engagement

How do you
FINANCE & AC/S ICT & TECHNOLOGY HR & TALENT MGT develop
capability ?

Customers are key to any business, and therefore getting them to trust and commit to a purchase is what it
is all about. Looks seemingly obvious and easy to deliver this proposition , but several high profile
companies which were existing a decade ago are no longer in existance. Look at the reasons closely and
you may find the answer lies within one of the above boxes.

Let us begin with what customers care about. Frist , they want to trust at the point of purchase, Second,
they want a product or service which meets their value proposition and third ,they want to be surprised
happily. Many of the old brands , through word of mouth and reputation work on the first two aspects to
such an extent that clients feel safe to acquire and deal repeatedly.

What lies behind loyalty is really a promise of safety and reliability. Enter a new brand , with a higher
promise and a surprising positive experience and you have a potential loyalty switch.

For the organisations that stand up and create a sustainable market , it starts right at the top management
level. Do they believe in customers ? Are they committed to the promise they make? Will they be found
wavering when testing times do appear e.g bribery to get a new license for operation ? Will unethical
practices be implemented when results pressure builds? If the answer is people based and ad-hoc driven
then we have a potential leakage of trust. If policies are the bedrock of operations which support customer
interests , trust will get developed. Leadership team at Satyam and Lehman brothers cheated on trust.

The managers have a complex task of converting the policies into processes that support the direction.
Each client interactive process must necessarily perform as per customer expectation. It is here , most of
business innovation takes place , by way of more efficient systems and process development which
enhances client value proposition. Take the Japanese Kanban philosophy – delivering material to clients at
required quantities as and when needed. The process created a new philosophy in inventory management
which transcended from least cost procurement at high inventory cost to just in time inventory for higher
turns and more release of cash. Here was a classic case of meeting clients needs of higher value proposition
by challenging existing procurement process and creating a new capability. Similarly, we know, how the
Multilevel marketing challenged the distribution system to create a personal sales network. Behind both
these efficient processes that have survived, lie the steadfast policies of the company across all functions
and understood and implemented by all with force, rigour and refinement.

The highest impact comes at the point of client interaction. Be it a self service store, or Mall experience, be
it industrial selling or direct selling, it is all about the last mile experience. It is here , that besides delivering
the trust factor to clients (quality of frontline interactions determine that) the actual experience with the
product and service plays an important role. However, humans like to feel connected and social and hence
the interaction with the face in front becomes decisive in relationship centric countries like India. For
decades the Jewelry stores have been catering to successive generations of an Indian family. Take PC Sen,
Tribhuwandas Javeri, or KrishnaChetty ,as stores which offer legacy value proposition of trust and
reliability in a redefined setting. The face in front –in all probability is someone you or your family member
can connect with. Tradition of personalised service is in offer. A concept , modern banks have picked up to
pamper high net-worth individuals.

The HR challenge ! How do you develop the knowledge , skills and competencies on a continual basis for
all and especially the frontline ? How do you create a culture of learning and development that meets or
exceeds clients basic , stated ,and unstated expectations?

The IT Challenge !How do you create a management team that is responsive and sensitive to clients and
front end staff requirements ? How do they manage with consistency? How do they present the right
picture to the top management ?

The Finance Challenge !How do you get the top management to walk their talk ? How do they demonstrate
leadership that is value ridden and vision driven to meet the demands of internal customers, external
customers and stakeholders ? It needs role model leadership team like Infosys who could abide by their
principles despite of testing times ?

The answers are mostly within the framework irrespective of the function be it Sales, Service or
Operations.

Siddhartha Bhattacharjee – CEO , ALPS-INDIA