Transforming businesses with AI-driven strategies
Leveraging triad of Strategy delivery excellence, Project portfolio maturity enhancement & Organizational Change Management
About Acumen Plus
What do we do?
At Acumen Plus, we provide Advisory, Assessment and Assurance services , spanning across the interlinked triad of Strategy Execution, Project Portfolio Implementation and Organizational Change Management.
We seek to adopt the ‘best of breed’ approach, blending the applicable good practices across industry standards, to suit the client industry, scale of engagement and their change readiness, also leveraging applicable AI entablements to enable clients achieve their strategic objectives.
Our Vision
To be a trusted Advisor to Leading organizations synthesizing AI enabled Enterprise strategy execution, Project Portfolio Management and Organizational Change Management for better business performance.
Our Mission
It is well known that many entities are good In strategy formulation, but falter during its execution. We synthesize the people, process and structure dimensions to enable better business results.
Our Approach
We commence with reviewing existing strategy definition – including organization’s vision, mission, strategic objectives.
We apply our proprietary smelevate
model – which assesses how mature is the company is in its strategy execution across multiple dimensions, leveraging Artificial Intelligence enabled techniques and tools.
We then assist the client in understanding where exactly are the gaps and how to ensure that the client can move up higher in the strategy execution maturity.
We especially look at the following aspects for maturity enhancement:
> What is the support given by client project portfolio management for strategy execution?
> How robust are client Management Information systems to support decision making?
> How robust are the Client Organization Change Management model for the People to support in Strategy execution?
Apart from assessment, we also give an improvement roadmap for the Client to move to higher maturity levels of strategy execution, towards delivering better business results.
Our Strategy Execution Maturity model – smelevate®:
We ascertain how mature an organization is in its strategy execution, considering diverse parameters. A brief overview of these parameters and the maturity assessment model is given herewith, which gives a ‘dipstick’ analysis on where an organization currently is and what it needs to do for better strategy execution. We leverage AI model as applicable across the maturity assessment.
Parameters concerning assessment of organizational strategy execution maturity are as under:
1. Strategy formulation and its articulation: How well the Organisational strategy (including vision, mission and strategic objectives) are formulated? Do they address changing external environment? How well they get communicated to Senior, Middle and Line Management?
2. Leadership commitment: How well top and senior leaders are committed to achieving the organizational goals? Do these goals are at the top of strategy review meetings ? Are the senior Management aware that achievement of strategic goals depends on interaction of multifarious factors – spanning people, process, technology and culture factors? Are the value systems consistently communicated and followed? How the deviations from the value systems are actioned upon? Is the Leadership open to adopt change from current AI and technology advancements?
3. Organisational Culture and workforce planning: Which is a key organizational metaphor driving the culture of the organization? Are middle and line management able to provide feedbacks if strategy is not working? How well these feedbacks are taken and actioned upon? Are the staff are empowered to take decisions within their delegated limits? Does the organization foster knowledge Management, Innovation and action on feedback? What is the level of trust and transparency ? How the feedback loops are strengthened and actioned upon?
How effective is the workforce planning to achieve strategic goals?
4. Project Portfolio Management support: How strong is the project portfolio management (PPM) support for Strategy execution? Is the Project Portfolio strongly aligned with the priorities of Business portfolio – in its definition and execution? How strong are the processes, tool support and information support exists for PPM? How well the PPM capacity and capability are nurtured?
How strong is the linkage of strategy formulation and its implementation to benefits realized and budgets spent for change? And how well the Project Portfolio gets adapted with change in strategy?
5. Financial , Supply chain and Performance management : How well the Financial, Supply chain management and Performance Management systems are interlinked and support the strategic objectives? How robust are these systems? Are these systems set to highlight what is working and what is not working , with specific data/ KPIs?
6. Governance, Risk and Compliance Management: How strong are the organizational Governance systems? Do they detect abnormal performance deviations, frauds and similar issues early? How strong is the organizational risk management systems ? Are the organizational systems compliant with applicable regulatory and industry frameworks?
Are these compliant to applicable optional standards like ISO etc?
7. Product/ Service offerings: How innovative is the organization in offering new products/ services to the market? Are these being adapted to emerging market , technology trends?
Is the organization nimble enough to restructure itself to offer the newer products/ services?
8. Customer orientation: Does the organization have a clear segmentation of customers and have ascertain their needs? Are solutions get co-designed to address specific requirements of key customers? How feedbacks from customers are addressed?
9. Service excellence: Are Product/ Service Delivery processes are optimized to ensure value?
Is there a Corporate culture to minimize waste and enhance efficiency?
Typical characteristics of maturity levels of these parameters are indicated below. It can be customized depending on the client engagement and scale.
1. Strategy Formulation, articulation and value measurement
Typical description of maturity level of an organization concerning this is given below:
Level 1 : Ad-hoc: Vision, Mission and Strategic objectives are not defined Senior Management is more concerned about operational Management and ‘responding to fires’.
Level 2: Awareness: The Senior Management are aware of importance of strategy formulation and its articulation. There could be elements of vision, mission and goals defined, but they are not used consistently to link planning and execution. There is a weak linkage between strategic investments and the organizational goals. Value of the organization is not measured consistently. There is a disconnect between the organizational strategy and the constituent Business Unit (BU) strategy (wherever BUs exist).
Level 3: Formalized: There is a documented organizational vision, mission and strategic objectives, which are documented and communicated. These are referred to while considering strategic investments/ marketing products and services.. The concept of Value of the organization ( say its market capitalization or service delivery for non-profit organizations) is well defined and measured. The Organisational strategic objectives are linked with BU strategic goals. A Strategy Delivery Office (SDO) or similar Office enables coordinates strategy execution activities.
Level 4: Quantitative: In this level, metrics/ KPIs are deployed to measure the robustness of Strategy definition and its deployment/ Value generation. Quality systems are predominant. Shortfalls from targets are analysed and corrective actions are taken. Impediments are identified and actions are taken to fill in the gaps. Organisational performance is measured against applicable Benchmarks. SDO plays a key role in measuring performance against the targets and in benchmarking. BUs achieve their own strategic objectives, consistent with the organizational strategy. Brand value of the organization gets highlighted
Level 5: Optimized: This is the highest level of maturity- where the strategic planning and execution are ingrained in the decision making process and operations of the organization.
These processes are also adapted based on performance reviews and staff / customer feedback and changes in internal and external environment/ Value metrics. Measures are taken to achieve high benchmarking scores and the progress optimized, coordinated by the SDO.
2. Leadership commitment
Typical description of maturity level of an organization concerning the above variable –is given below :
Level 1 : Ad-hoc: There is no awareness or commitment from Leadership to formulate and execute strategy
Level 2: Awareness: Leadership are aware of the need to develop and execute strategy – but no actions are taken. Sporadic commitment from top management to achieve strategic objectives and is highly person dependent
Level 3: Formalized: Senior Management and staff are well conversant of the strategic objectives and are committed to attain these objectives. Projects and Operations are attuned to achieve them. Knowledge marts are created to abstract lessons learnt concerning strategy formulation and execution. Creating ‘Learning organization’.
Level 4: Quantitative: Senior Managers highlight the gaps in achieving strategy and initiate steps to bridge the gap reactively. Knowledge marts/ Artificial Intelligence (AI) apps are used extensively while initiating corrective actions. Creating an empowering organisation.
Level 5: Optimized: Proactive mid-course actions are taken by the senior Managers to achieve the strategic goals. AI apps are extensively used to refine the strategy formulation and execution processes. Creating an optimized organization
3 Organisational Culture and Workforce planning
Typical description of maturity level of an organization concerning this variable is given below :
Level 1 : Ad-hoc: The culture of the organization is totally top-down driven by Senior Management. Workforce planning is delinked with Performance planning
Level 2: Awareness: Whereas some autonomy is given to some staff, most of the decisions are unilateral from top management, There are ad-hoc/ fragmented systems for workforce planning and capability enhancement.
Level 3: Formalized: Senior Management takes steps to highlight the reasons for decisions.
The HR department has robust processes for capacity planning, recruitment, induction and upskilling workforce, consistent with strategic objectives.
Level 4: Quantitative/ Constructive: Feedback from staff is taken after formulating the strategy and goals. The work culture is productive and mid-course corrections are taken to reskill the workforce as per changing strategy.
Level 5: Optimized: Inputs are taken from appropriate levels of management while formulating the strategy . Futuristic oriented activities define workforce capacity and capability planning.
4. Project Portfolio Management support
Typical description of maturity level of an organization concerning the variable – Project Portfolio Management support is given below :
Level 1 : Ad-hoc: Senior Management discussions are mostly oriented towards operational results
Level 2: Awareness: There is an awareness that good project management practices can result in achieving strategic goals
Level 3: Formalized: There is a clear linkage between project, programs and portfolio initiatives taken by the organization to achieve strategic goals
Level 4: Quantitative: The impact of project portfolio management to achieve benefits is analysed and benefits are sought to be enhanced. KPIs are used to refine the PPM processes.
Level 5: Optimized: The organization proactively optimizes the project portfolio management to achieve the strategic goals
5. Financial . Supply chain and Performance management
Typical description of maturity level of an organization concerning the variable is given below :
Level 1 : Ad-hoc: Though the Management is concerned about Supply chain ( including input, conversion and outputs), measures and systems are inaccurate to measure the impact. Financial systems are not tightly linked with Supply chain and management systems.
Level 2: Awareness: The Performance measures used to measure the Supply chain are inconsistent and not always accurate. There is some support from Financial Planning system to the Supply chain management system.
Level 3: Formalized: The organization has well defined KPIs to measure Supply chain performance , which are consistently followed to give feedback to organizational strategic achievement. The Financial Management system is tightly linked with Supply chain management system.
Level 4: Quantitative: Trends in Supply chain performance are analysed and the organization takes steps to improve performance through techniques like Lean Six Sigma/ vendor rationalization/ Process improvements for reliable and responsive support. Likewise, Financial systems reactively support the changes in supply chain management systems.
Level 5: Optimized: Proactive steps are taken to have a seamless linkage of Financial and Supply chain management/ performance measures with strategic objectives.
6. Governance, Risk and Compliance (GRC) Management
Typical description of maturity level of an organization concerning above variable is given below :
Level 1 : Ad-hoc: No standards exist for GRC and ad-hoc decisions are taken
Level 2: Awareness: There are some GRC standards, which are not consistently followed
Level 3: Formalized: Well defined GRC norms with delegation of authority and exception handling systems exist, and are being followed
Level 4: Quantitative: The impact of GRC systems are analysed and actions taken to improve them
Level 5: Optimized: GRC systems are optimally designed for maximum impact and minimum inconvenience
7. Product / Service Offerings
Typical description of maturity level of an organization concerning above variable is given below :
Level 1 : Ad-hoc: Product/ Service offerings determined more by market trends . No focus on quality or features or long term sustainability.
Level 2: Awareness: Whereas some products/ services show differentiation, most of the offerings are ‘routine’. However, the organization is aware that they need to be innovative for long term sustainment in the market.
Level 3: Formalized: Well defined processes for scanning market and technology trends for introduction of new product/ services . Operations and Customer Service oriented appropriately to address introduction of new products.
Level 4: Quantitative: Share of new product and service offerings in the overall revenue show an increasing trend. Sub-optimisations are done to leverage such trends- based on profitability. Product/ Service differentiations are nurtured and if applicable, entry barriers are created for competitors.
Level 5: Optimized: Proactive steps are taken to understand futuristic trends to introduce novel products/ services. Capability and capacity upgradation undertaken to address these future needs. Specialist knowledge and proprietary techniques are created for Unique selling points.
8. Customer Orientation
Typical description of maturity level of an organization concerning above variable is given below :
Level 1 : Ad-hoc: No customer segmentation. Standard products/ services offered to all.
Level 2: Awareness: Segmentation done for few customers. No effort taken to understand their specific needs.
Level 3: Formalized: Well defined processes for segmenting customers and designing products/ services, at appropriate pricing suiting their requirements.
Level 4: Quantitative: Co-design with customers applied to refine the products/ services specific to customer needs. Employees given decision power to vary the products/ service,/ pricing depending on local needs. Metrics concerning Customer Loyalty are defined and tracked.
Level 5: Optimized: Proactive steps are taken to improve products/ services based on customer needs and industry best practices/ emerging market and technology trends.
Corporate culture is oriented towards customer welfare.
9. Service Excellence
Typical description of maturity level of an organization concerning above variable is given below :
Level 1 : Ad-hoc: No efforts are taken to reduce costs and enhance value through operations .
Level 2: Awareness: There are few pockets of ‘excellence’ in operations excellence – these are mostly person or team dependent.
Level 3: Formalized: KPIs for Operations excellence are well defined and measured. Quality initiatives are taken up to reduce defects in products/ services. Vendor rationalization is done to ensure consistent quality at a predictable cost/ timelines.
Level 4: Quantitative: Steps taken to minimize waste and rework/ reduce maintenance of products and services/ reduction in costs.. Quality related Metrics aid in these reactive actions. Supply chain logistics are scrutinized optimized to reduce wastages.
Level 5: Optimized: Proactive steps are taken for optimized Supply chain/ product delivery and support/ cost reduction.
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Interlinkage of Strategy execution with Project Portfolio Implementation
One major reason for failure is, that organisations need to improve on how to convert strategy into actionable change initiatives, how to string them together in a Project portfolio and how to implement them - to realize benefits and the strategic objectives.
We in Acumen use our proprietary model smelevate - to assist clients in their strategy implementation, across people, process and technology dimensions.
The smelevate model consists of Six Broad steps, broadly sequential in nature, but with appropriate feedback loops, as under:
1. Discern: Herein, we understand the Organizational strategy, its vision and mission and overall strategic goals. We also assess the Value systems of the organization, current performance levels, value gaps, issues and constraints faced and the expectations from Senior Management. AI facilitated assistance is leveraged where applicable.
2. Decompose: In this step, we work with Senior Management in decomposing the overall Value gap, into mutually exclusive and collectively exhaustive value streams, with discrete targets. These value streams can form the basis of strategic themes, if the organization is using Balanced Scorecard or similar approach. Involvement rom Business Leaders is ensured so that their Buy-in for the set targets gets ensured. Stakeholder engagement and Facilitation are key techniques used during this step. (Again, if an organization has already determined its value streams, we work on from there to derive the project portfolio as in next step).
3. Design : In this step, we determine the strategic initiatives (projects and programs) to be taken up for each of the Value streams, across perspectives. These perspectives can cover work to be done across processes, business organization structure, technology interventions, Information needs, Knowledge Management and Culture change requirements. Existing initiatives are taken into account - to interface with the proposed change initiatives, as needed. The overall Project Portfolio (with Sub-portfolios if need be) - gets created during this critical step. It needs to be noted that the defining the portfolio will take into account the existing Project Portfolio Management maturity, extent of support provided by the Enterprise Project Management Office (EPMO), business imperatives and funding/ resource constraints - and its definition can involve multiple iterations.
4. Deploy: In this step, the actual change initiatives (projects and programs) get launched. Proprietary project management models, alongwith industry standard methodologies ( like Agile) can be used to manage these initiatives, Extensive Business Involvement is a major differentiator, to enhance the business ownership of the developed solutions
5. Monitor: . This step goes concurrently with Deploy step, as the projects and programs are monitored, issues and risks are managed, resources are assigned and deliverables accepted by the Business, transitioning into Operations. Governance, Testing and Organizational change Management are important aspects during this step. Outcomes and Benefits are realized and managed, transforming the concerned business unit operations.
6. Adapt. Based on Lessons learnt, mid-course corrections are considered due to change in strategic priorities, resource availability and other constraints. The overall value realized by the organization due the execution of the strategic portfolio initiatives is kept under review. Project Portfolio Management maturity gets enhanced, . Knowledge databases are maintained for the organization its leverage on its past learnings.
Our Team
Our team consists of experienced consultants with diverse backgrounds in various industries. We combine our expertise to deliver innovative solutions to our clients.
Our Credentials
Acumen includes Senior Professionals with over 30 years of Corporate experience, working in the areas of strategy implementation, System integration, Management Consulting and Organizational Change Management. This experience spans working for clients in the domains of manufacturing, Utilities, Government Organizations and FMCG etc, across countries including in Middle east.
Our way
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We believe in a collaborative approach to consulting, where we work closely with our clients to understand their needs and develop solutions together. Our goal is to build long-lasting relationships with our clients.
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You can write to ramani_s@hotmail.com for more details of our offerings.
Or give a message in our Whatsapp number +91 98802 80990