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Leadership Simulation Workshop TM 19 – 21 August 2013, Mumbai Workshop Snapshot. Key Takeaway. Cross Functional Decision Making. Financial Impact of Business Decisions. Strategic Thinking. Learning Impact. Before the Workshop. After the Workshop. My understanding of Strategic Thinking. - PowerPoint PPT Presentation
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Leadership Simulation WorkshopTM
19 – 21 August 2013, Mumbai
Workshop Snapshot
Key Takeaway
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
Cross Functional Decision Making
Financial Impact of Business Decisions
Strategic Thinking
Learning Impact
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
High
My understanding of Strategic Thinking
HighMy appreciation for the role played by other functions
My interpretation of business financial statements
After the Workshop
Not High High
Not High
Not High
Before the Workshop
I will recommend this workshop toother managers in my company Definitely
NoDefinitely
Yes
* cumulative feedback of 19 respondents
Participant Learning
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
What I learnt1. Understanding the strategy and challenges of staying
true to it2. The financial statements- understanding and
business interpretation
What I will do3. Breaking down of competition P and L4. Implementing in the 5 year planning5. Constructively adding to other functions
TestimonialA very unique learning experience, one got exposed to the impact of many cross functional decisions and the need to have a coherent fit across all functions. I also learnt the importance of sticking to the strategy, not "distracted" by short term triggers.
What I learnt1. The diamond framework of making strategy and the
steps involved2. The value equivalence model3. The focus on the market and customer impacting the
most on business
What I will do4. Re-look the focus of company in different distributor
segments5. Apply the value equivalence model to the company
TestimonialIt was a great learning experience working in a team with senior people, sharing thoughts and implementing ideas. The clarity in building up the business and strategic influence was really good.
Bhuvan GauravHead – Retail, TanishqTitan Industries Ltd
Sahail AnandAVP – StrategyAxis Asset Management Company Ltd
Participant Learning
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
What I learnt1. Clarity on strategy2. Importance of small decisions on impact of bottom
line3. Devil is in the detail
What I will do4. Use value equivalence learning in my business5. Apply balance sheet and P and L understanding to
understand business performance better6. Develop strategic approach to long term success
TestimonialThis is excellent experiential learning workshop and helped understand strategy, cross-functional business dynamics and impact of small changes we make on the bottom line of the business.
What I learnt1. Understanding financial statements 2. Understanding better3. Assessing competitors using logical parameters“
What I will do4. Cost implication and impact on value creation based
on investments planned for my brands5. Include and build on the concepts (financial and
marketing) for future business cases6. Assess competition based on price and value/ service
vs my brands and design ways to improve them"
TestimonialProvides comprehensive and simplified understanding of complex business functions. Adds immediate value to those who are looking for ways to improve profitability, effectively.
Vipul H BabuSales DirectorDow Chemical International Pvt. Ltd.
Rajiv R SinhaTherapy LeadPfizer Limited
Business Context and Methodology• 21 participants grouped into 5 virtual companies of 4/5 each
• Participants ran mini robot companies and competed against each other
• Assigned Marketing, HR, Finance, Operations, R&D & CEO roles
ThreeGeographies
North America Asia Latin America
Original Equipment Manufacturers• Technology (version) agnostic • High Volumes • Price Sensitive
Value Added Resellers• Latest technology• High Price• Low demand
ThreeCustomer Segments
&what they demand
from the market
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
Wholesalers• Tested (low) technology• High advertising• Low defect Rate
Sessions at the Workshop
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
MODULE 2
Implementing Strategy
Quarter 2 Understanding shareholder
value and return on equity Quarter 3 Understanding customer
perceived value and pricing Quarter 4 Annual Industry and
Competitor Analysis Strategy review - Board
meeting with Chairman
MODULE 1
Formulating Strategy
Understanding strategy
formulation Understanding the business
to be run Demo Quarter Formulating a strategy for
the company Understanding cash flow Quarter 1 Understanding the impact of
business forecasting
MODULE 3
Reviewing Strategy
Quarter 5 Strategic alliances and
business negotiations Quarter 6 Understanding strategic
thinking and positioning Quarter 7 Debrief - Comparing
decisions and results Feedback and Review
Post Workshop Retention Quarter 8 – 31 August
Business Outcomes
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
Industry Positioning by Quarter 4
Investment in Research
Industry Profitability
Industry Retained Earnings
Minibot and Roboforce were focused on the value added reseller segment right from the beginning, offering high technology products
imRobo and RobSingh were focused on the wholesaler segment, offering tried and tested robots
Robinson aspired to sell all segments in the industry and ended up positioned in the middle
Business Outcomes
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
Minibot invested heavily in R&D to target the resellers
Robinson and RoboForce also invested in R&D to target resellers
RoboSingh and imRobo targetted their R&D investments towards automation and defect reduction to cater to wholesalers
Industry Positioning by Quarter 4
Investment in Research
Industry Profitability
Industry Retained Earnings
Business Outcomes
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
RoboSingh were bogged down by the heavy losses they made in the first two quarters
Robinson had low profits due to lack of differentiation for most quarter, but made profits in Quarter 7 by getting into a negotiated deal with resellers
Roboforce and Minibot made heavy investments in R&D but did not outperform the market financially
imRobo were bogged down from Quarter 5 by unnecessary investments in extra plant capacity which increased their depreciation expenses and their loan interest heavily
Industry Positioning by Quarter 4
Investment in Research
Industry Profitability
Industry Retained Earnings
Business Outcomes
Key Takeaway Teams Business Context Sessions What is
StrategyBusiness
Outcomes Learning
Industry Positioning by Quarter 4
Investment in Research
Industry Profitability
Industry Retained Earnings
RoboSingh were bogged down by the heavy losses they made in the first two quarters, but they steadily increased profits thereafter
Roboforce and Robinson broke even on the investment by Singhania and created shareholder value by Quarter 7
Minibot will break even in Quarter 8, and have a technology edge compared to the other players
imRobo never got an ROI on their continued heavy investments for the wholesaler market
From over 2000+ participants from 250+ happy clients
Prominent Clients
We are a group of IIM Ahmedabad alumni and faculty who design and deliver simulation
based experiential learning workshops for middle to senior managers.
About enParadigm
Other Simulation Based ProgramsManufacturing plant : Operations Simulation Workshop
Middle Managers : Aspire Simulation Workshop
Sales Personnel : Sales Pro Simulation
Evaluation and Benchmarking: : Sigma Platform
For customized in-company workshops, contact
BangaloreHanuman Kamma
MBA, IIM Ahmedabad +91 81 23185744
MumbaiJohn Cherian
MBA, IIM Ahmedabad +91 97 25769408
www.enparadigm.com
