Journey from Static to Dynamic

An SME company, having long term contracts with government service segment in multiple cities, run by a group of partners, organically grown since its inception in 2015.

Strength of the Client

Due to long term contracts with government in multiple cities, Business is assured, on sound footage and profitable. Networking abilities of the Partners is very good.All partners are very enterprising. The business is in globally high focus area, promising to offer excellent opportunities to grow in long term.

Challenges

• Partners are having investments in multiple businesses and hencecan not devore full time tothe business, hence tasks have to be assigned to the different levels of available employees

• The mechanism for taking review of the assigned task was either lacking or was not satisfactory

• The lack of accountabilityeven at the few top most employees,(which created top heavy organisation structure) was creating bottleneck for implementing growth strategy. This also resulted in an environment of scepticism

• Inadequate management practices (especially in area of systems, policies, role clarity and periodic review) were adding to the problems

• Repetition of work at various sections resulting in loss of efficiency or overstaffing.

• Absence of systematic approach to find out resolution of operational issues

• Practice of formal budgeting and review was not there

• Lack of co-ordination and clarity in roles atemployees’level and hence key result areas

• Human dependent systems in important business areas wereposing risk

Spanyan Business Assistance

A. Linkage of Goals through out organisation

• By channelising discussions, derived business and functional Goals and linked it withcompany budget

• Formalised company level and profit centre wise budgeting systems

• Derived key accountabilities of each section, identified inter-dependencies and linked strategies

• Derived linked and co -ordinated action plans for different sections

B. Business Process monitoring and Risk mitigation

• Derivedauthority matrix for clear decision making

• Identified Operational parameters and set up review mechanism

• Identified tools for lessening dependencies on human / manual work. (Identified and implemented varioussoftware to support operations)

• Defined various terms and conditions as part of standard business requirements for various vendors, associates and laid down monitoring mechanism of associates/ purchase OR service supply orders

C. Management of Human resource

• Brought clarity in Organisation structure, identified key positions, and supported in recruitment

• Removed ambiguity in routine working through establishing employee handbook

• Established well defined process of performance evaluation and incentives

D. Support /Due diligence in Business Expansion

• Channelised various ideas of business expansion by evaluating through financial modelling

• Communication with prospective collaborators (domestic and overseas) on various due diligence related matters leading to appropriate decision making for the collaboration

• Created SOPs for replicating the business model

Outcome

• Clarity in job role, accountability, targeted parameters of business throughout organisation which brought perspective and awareness ofself-monitoring by each section

• Control over important operational parameters

• Risk mitigation to significant level due to lesser dependency on single human

• Unambiguous environment for employee working

• Introduction of Due diligence methods helped in curtailing blockage of unproductive / untimely investment of funds

• The whole exercise converted Static state of Business to Dynamic state, where new initiatives and implementation of innovative ideas started getting acceptance