FUNNEL ILLUSTRATIVE

Co-ordinated
c ti on decision making
Produ g
t in
Marke u tion
Distrib
ce
Finan

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Stronger
Many
portfolio
concepts
with
Greenlighting
Final fewer
review flops
Packaging
Budget
review
Script
acquisition

Tighter process constraints

1
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2
STICKER

DISCUSSIONJKHD H JASD ASJDAS

ASASD ASJHDF HJS JASDJFAJSD
AJHFJADH FAJSDHFJADHFJH

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3
TABS

Background Background Background Background Background

Reception Reception Reception Reception Reception

Desk Process Desk Process Desk Process Desk Process Desk Process

Specialised Specialised Specialised Specialised Specialised

Desk Process Desk Process Desk Process Desk Process Desk Process

FSD Efficiency FSD Efficiency FSD Efficiency FSD Efficiency FSD Efficiency
Improvement Improvement Improvement Improvement Improvement

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Interaction Interaction Interaction Interaction Interaction
Notes Process Notes Process Notes Process Notes Process Notes Process

In-store In-store In-store In-store In-store

Escalation Escalation Escalation Escalation Escalation
Peak Hour Peak Hour Peak Hour Peak Hour Peak Hour

Store Set-up Store Set-up Store Set-up Store Set-up Store Set-up

FSD FSD FSD FSD FSD

Scheduling Scheduling Scheduling Scheduling Scheduling
Annexures Annexures Annexures Annexures Annexures

*Footnote
Source: Source 4
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Jammu Kashmir

Himachal
Pradesh
Punjab
Uttaranchal
Haryana
Arunachal Pradesh

Sikkim
Rajasthan Uttar Pradesh
Assam Nagaland

Bihar Meghalaya
Manipur

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Jharkhand Tripura
Gujarat Madhya Pradesh West Bengal Mizoram

Chattisgarh
Orissa

Maharashtra

Andhra
Pradesh

Karnataka

Tamil Nadu
Kerala

10
Jammu Kashmir

Himachal
Pradesh
Punjab
Uttaranchal
Haryana
Arunachal Pradesh

Sikkim
Rajasthan Uttar Pradesh
Assam Nagaland

Bihar Meghalaya
Manipur

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Jharkhand Tripura
Gujarat Madhya Pradesh West Bengal Mizoram

Chattisgarh
Orissa

Maharashtra

Andhra
Pradesh

Karnataka

Tamil Nadu
Kerala

11
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Orissa
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STATE WISE BOUNDARY MAP OF INDIA
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STATE WISE BOUNDARY MAP OF INDIA
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STATE/DISTRICT WISE - BOUNDARY MAP OF INDIA
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100K – 35 K
35-K – 10K
Below 22K

20
>1000
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100K – 35 K
35-K – 10K
Below 22K

23
>1000
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24
J&K
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25
HP
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26
Punjab
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28
Delhi
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29
Uttaranchal
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30
UP
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Bihar
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32
Jharkhand
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Arunachal Pradesh
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35
Assam
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Meghalaya
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Tripura
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Mizoram
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Manipur
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Nagaland
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Rajasthan
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Gujarat
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Maharashtra
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47
Goa
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Andhra Pradesh
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49
Karnataka
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50
Tamil Nadu
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Kerala
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52
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Punjab
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55
Gujarat
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Punjab
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57
Arunachal Pradesh
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Manipur
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Rajasthan
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Maharashtra
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Karnataka
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Tamil Nadu
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STATE/DISTRICT WISE - BOUNDARY MAP OF INDIA
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90-95%
85-90%
80-85%
75-80%

65
>95%
RAJASTHAN
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90-95%
85-90%
80-85%
75-80%

66
>95%
MAHARASHTRA
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90-95%
85-90%
80-85%
75-80%

67
>95%
WEST BENGAL
ORISSA – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>60%
55-60%
45-55%
35-45%
<35%

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ANDHRA PRADESH – PER CENT OF INSTITUTIONAL DELIVERY
>90%
70-80%
60-70%
50-60%
30-50%

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BIHAR – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>25%
20-25%
15-20%
10-15%
<10%

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GUJARAT – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>75%
65-75%
60-65%
50-60%
<50%

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UTTAR PRADESH – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>40%
30-40%
20-30%
10-20%
<10%

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KARNATAKA – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>95%
90-95%
80-90%
65-80%
<65%

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MADHYA PRADESH – PER CENT WOMEN RECEIVING MIN 3 ANC VISITS
>50%
40-50%
30-40%
25-30%
<25%

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MUMBAI CAN BE DIVIDED INTO SIX ZONES

Borivalli

Zone: Western suburb Kandivalli

Population (lakhs): 29 Zone: Eastern suburb
Expected growth: 2.7% Malad Population (lakhs): 12
Number of beds: 4,760 Expected growth: 1.3%
Large Pvt. Hospital beds: - Mulund Number of beds: 3,440
Goregaon Large Pvt. Hospital beds: 1,160
Bhandup

Zone: Central

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Zone: West Andheri Population (lakhs): 25
Population (lakhs): 26 Expected growth: 1.7%
Santacruz Ghatkopar
Expected growth: 1.1% Number of beds: 5,419
Number of beds: 6,456 Khar Large Pvt. Hospital beds: 1,217
Large Pvt. Hospital beds: 1,719 Bandra
Kurla
Chembur
Zone: East Elphinstone
Population (lakhs): 20 Matunga
Expected growth: 0.0% Dadar
Number of beds: 10,509
Large Pvt. Hospital beds: 1,574 Parel
Grant Road
Zone: South Sanhurst road
Population (lakhs): 13
Marine Lines
Expected growth: -0.9%
Number of beds: 11,623
Large Pvt. Hospital beds: 3,232
Colaba

76
MUMBAI CAN BE DIVIDED INTO SIX ZONES

Wockhradt (200)
Matushri Hira-monghi Navneet (140)
Pragati (100)

Holy Spirit (210) Hiranandani (120)

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Bharatiya Arogya Nidhi (110) Godrej Memorial (110)
Nanavati (430) Ghatkopar Hindu
Asha Parekh (140) Sabha (175)
Holy family (225) Sarvodaya (164)
Asian Heart Institute (200)
Lilavati (300) Centenary (180)
Raheja (125) Sushrut (108)
Hinduja (348) Lion Tarachand Bapa (110)
Radhibai (140) Antop Hill (122)
Sushrusha (129)
Children orthopedic (100) Haji Bachu (200)
Jaslok (384)
Breach candy (103) Prince Aly Khan (120)
Bhatia (250) Masnia (300)
Petit (285) Harkishandas (338)
Noor (100)
Saifee (250)
Bombay (850)

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Reason for our existence
Mission
HOUSE
SCROLL

Expresses the
reason for an
organisation’s
existence
Describes an
enduring reality

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Reflects values Mission of the Starship Enterprise
and priorities
“Space, the final frontier... These
Not subject to a
are the voyages of the Starship
specific
timeframe Enterprise. It’s mission: to
explore strange new worlds, to
seek out new life and new
civilisations, to boldly go where
no man has gone before.”
Company
Bombay Dyeing
Raymond
Grasim
New Port
Birla VXL
Excalibur

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Siyaram
Levi’s
Addidas
Zodiac
Colorplus
Arrow
Lee
Ruggers
Lacoste
Bata

80
WOCKHARDT’S PERFORMANCE ETHIC WAS RESEARCHED
THOROUGHLY

• Wockhardt’s unique • Further insights

fingerprint was were culled from
generated from 20 interviews with
survey responses select members of
comprising 8 senior the senior and
and 12 middle middle
managers management

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• PE survey results • Discussions with
were benchmarked McKinsey
against findings of organisational experts
Indian ad US generated points of
Performance Ethic view on key issues
and implications in
initiatives
more general context

Note: the findings are directional given the sample size (for surveys and interviews) 82
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83
POTENTIAL COLLABORATION OPPORTUNITIES FOR TSYS AND I-
ONESOURCE

1 Deliver benefits of 2 Help TSYS grow new

offshore servicing to service lines with a
TSYS’ current significant cost
operations advantage

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Strong, value creating
partnership between
TSYS and I-OneSource

4 Support TSYS’ 3 Help TSYS build a

international growth stronger presence in
strategy with a strong merchant acquirer
operating base in the servicing
Asia-Pacific region

84
Purchase
price

Transportation Warehousing
Standardization

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Inventory
carrying Purchasing
costs administration
Factory yield
Damaged field
R&D product
Production
capacity
Specifications

Expediting
Warranty

85
DISTINCTIVE INSIGHTS INTO TOTAL COST OF OWNERSHIP
IS NECESSARY

Example action areas in client

• Pool purchases across client to negotiate
better contracts
Purchase • Identify new suppliers (local and global)
price

• Consolidate part numbers (with engineering)

to build scale
Transportation Warehousing
• Involve suppliers in design/reviews

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Inventory • Include nonperformance penalties (e.g., missed
Purchasing deliveries, nonconforming parts) in contracts
carrying Factory
administration
costs yield • Have suppliers kit parts for production
• Use more modeling/simulation/smart testing
before prototyping
Damaged product
R&D Production
Specifications
capacity
• Change specifications
Warranty
• Use returnable packaging
expediting • Load schedules into supplier scheduling system
via EDI
• Analyze supplier’s TCO to identify cost-
reduction opportunities

86
McKINSEY’S OFFICES, PEOPLE AND MISSION

Amsterdam Madrid
Auckland Melbourne
Atlanta México City
Bangkok Miami
Barcelona McKinsey mission Milan
Beijing Minneapolis
Berlin Monterrey
Bogotá • To help our clients make positive, lasting, and Montréal
Boston
Brussels
substantial improvement in their performance and to Moscow
Munich
Budapest build a great Firm that is able to attract, develop, Mumbai
Buenos Aires New Jersey
Caracas excite, and retain exceptional people New York
Charlotte Orange County
Chicago Osaka

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Cleveland Oslo
Cologne Paris
Copenhagen Perth
Dallas Pittsburgh
Delhi Prague
Detroit Professional resources Rome
Dubai San Francisco
Düsseldorf
Firm
• Offices in 43 countries Santiago
São Paulo
Frankfurt Seoul
Geneva • Over 6000 consultants worldwide Shanghai
Gothenburg Silicon Valley
Hamburg • 90 citizenships Stamford
Helsinki Stockholm
Hong Kong Stuttgart
Houston Sydney
Istanbul Taipei
Jakarta Tokyo
Johannesburg Toronto
Kuala Lumpur Vienna
Lisbon Warsaw
London Washington, DC
Los Angeles Zurich

87
TATA POWER’S PERFORMANCE ETHIC WAS RESEARCHED
THOROUGHLY

• Tata Power’s unique • Further insights were

fingerprint was culled from interviews
generated from 19 with key members of
survey responses the senior management
team

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• PE survey results were • Discussions with
benchmarked against McKinsey organisational
findings of Indian experts generated points
Performance Ethic of view on key issues
initiatives and implications in more
general context

Note:The findings are directional given the sample size (for surveys and interviews) 88
IMPLEMENTING DMA - SUMMARY OF FINDINGS

“Sustainable growth”

 • Start DMA transition at the top - CEO
should both “walk” and “talk” the new ethic
• Cascade DMA top-down to all multi-
horizon managers
• Complement cascade with a bottom-up
programmme of rotating junior managers
across multiple horizons
• Use structure to aid implementation
of differentiated approach,
especially when building the core
and growth ethic simultaneously — “Running out of steam”
Walk and chew gum
– Cocoon few, high impact

initiatives under the CEO  
– Simultaneously build the core
and growth ethic after
supplementing growth leadership
capacity

“Under siege”


 
INDICATIONS OF GOVERNMENT’S NEW PRO-INVESTOR
STANCE

We
l co
me

Pro-investor
policies

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Partnering with
investors • Party relations
being leveraged to
Increased ease labour
facilitation • State is joint tensions
promoter in • Special incentives
key projects for large projects
• WBIDCs’ single
window (Shilpa
bandhu)

Source: Interviews
90
REVOLUTIONARY CHANGE PROGRAMME

Reinforce vision
with concrete West Bengal
actions

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Define a
compelling
vision
Define and ensure success
of mega projects

Radically
re-engineer investment procedures
and processes

Build coalition of key

stakeholders
91
GOVERNMENT USE OF IT CAN BOOST ECONOMIC EXAMPLE - E-GOVERNMENT IN
AND SOCIAL GROWTH SINGAPORE

• Make Singapore a
vibrant base for IT
companies

• IT industry is growing • Develop national

at a CAGR of 26% information
infrastructure
• Around 4,000 MNCs
are using Singapore as • Develop Singapore as
a base for either their the “thought centre
regional HQs, software and knowledge

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R&D activities, data society”
hubs, or network • Help the Singapore
management centres Civil Service exploit IT
• Development of IT 2000
• Increase efficiency Singapore One - Vision of an
and productivity among the best Intelligent Island
• Increase transparency backbone network

• Improve economic
competitiveness and
quality of life Major achievements in
Singapore

E-Government
gameplan in Singapore
92
FOUR FACTORS ARE LEADING TO INCREASED PRESSURE ON BANKS
AND FINANCE COMPANIES TO UPGRADE THEIR IT CAPABILITIES
Stronger competitors Demanding customers
• New banks with no legacy • Greater awareness of
system and latest technologies new products
leading to • Increasingly high
– Lower operating costs service expectations
– Lower customer acquisition • Greater access to
cost (new channels) technology and new
– Better cross selling and channels
targeting capabilities
– Faster throughput

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Imperative for FIs and
other finance
companies to upgrade
their IT capability

Regulatory Pressure Rapid Technology

Developments
• RBI encouragement to • Improved in speed and
increase extent of processing capability of
computerisation machines
• CVC directive to raise • New development in
computerisation levels middleware and database
in banks to more than architecture
70% • Increased scaleability
• Improved communication
networks 93
INDIAN FIs ARE CURRENTLY POSITIONED ACROSS A WIDE
SPECTRUM OF IT CAPABILITIES
Private sector banks

Public sector banks

Low High

No IT capabilities Branch centric Process/ Customer centric

capability Channel capability capability

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IT • Application • Network • Application • Customer
services development and management integration Information
required implementation • Application • Web enabling Systems
maintenance • CRM
• Application implementation
redesign
– Migration from
DBMS to RDBMS
– Migration from
mainframe
architecture to
client server
• Develop channels
94
SUCCESS IN THE FINANCE SECTOR WILL REQUIRE SIX
ELEMENTS TO CONVERGE CITIL EXAMPLE

Sales and marketing capabilities Strong business and technology

• NSE-IT partner
“Set up ‘brokers plaza’ private • JAVA
– Set up finance service centre
website for brokers” – Advance knowledge of most
recent developments
• Microsoft
– Partnership on OS and
development platforms
Brand

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• ‘Flexcube’ to be umbrella Many such
brand with several sub examples exist
products in the Indian
Deep domain market !
experience
• JAVA centre of excellence
• CRM centre of excellence Quality
• SEI-CMM level 5 certification

Innovation
• Web TV product
• E-commerce/Internet products
• Software leasing
Source: Press clippings 95
ELECTRONIC GOVERNMENT IS AN ATTRACTIVE OPPORTUNITY
E-GOVERNMENT
EXAMPLE

10-15 potential applications

Right implementation
such as filing of tax returns,
framework
National ID Card, Health, etc.

Electronic

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Government

Competency in decision
Private sector involvement
makers

Innovative funding
models

96
SUMMARY

• The corporate, government and consumer sector of the

Indian domestic market offer a $18-billion opportunity
to software and services companies
• A detailed assessment of the financial services

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industry (the largest corporate segment) confirms the
potential opportunity
• Electronic government is one potential opportunity
area for increased government spend. This can
become a ‘real’ market for IT services through
increased private sector involvement and innovative
funding models

97
DIFFERENTIATED MANAGEMENT APPROACH: ADDITIONAL EXAMPLES
(1/2)

Lever emphasised
Management
approach element Core initiatives Growth initiatives

Targets
Financial - “Lagging indicators” Milestone/revenue based

Book division metrics: AOL, Europe metrics:

• Net income • Number of customers obtained
• ROCE • Number of key accounts obtained
• Revenues
• Market share
• Market position

Consequence No second chances Separates “idea failure” from

management Managers with poor “managerial failure”
performance for two • CEO of Swissport not
consecutive years asked to penalised for “idea failure”
leave • CEO of Atraxis was removed
because of “managerial
failure”
DIFFERENTIATED MANAGEMENT APPROACH: ADDITIONAL EXAMPLES
(2/2)

Lever emphasised
Management
approach element Core initiatives Growth initiatives

Control lever
Very tight operational planning • People intensive focus
– Vice-Chairman relocated to Hong
and control
Kong
– Asia experience deemed critical to
• 1-2 day offsite with each
business unit succeed
• CEO/COO drilled into • Operational planning and control
– Separate growth planning process
details
led by CEO
• Heavy emphasis on
– Specific templates (e.g., twin peaks,
profitability targets
opportunity identification) used

Motivation Financial incentives plus

lever Financial incentives opportunities
• 25% of Group EBIT "Swiss Air managers are
earmarked for bonuses attracted by the fact that they
• Stock options for top 6 can manage a small but rapidly
managerial levels growing services company”
- McKinsey expert
DIFFERENTIATED MANAGEMENT APPROACH

“Strong Operational Company” “Strong Growth Company”

At an aggregate level,
not much difference in
fingerprints

Strong Strong Strong

operational Growth Operational
focus focus focus

At a closer look,
growth companies use
a Differentiated
Management Approach
ELEMENTS OF THE DIFFERENTIATED MANAGEMENT APPROACH

Performance
management element Operations/core businesses Growth initiatives
Targets Financial - “lagging” indicators Milestone based - “leading”
indicators

Consequence management
No second chances Separates “managerial
failure” from “idea failure”

Control lever Primarily financial planning Hands on management with

& control strong people focus

Motivational lever Opportunities, incentives or Significantly greater upside

values with compensating downside

Source: Interviews; team analysis

TARGET SETTING FOR GROWTH INITIATIVES - ENRON EXAMPLE
ILLUSTRATIVE,
NOT EXHAUSTIVE

Core business metrics (e.g.

pipelines, power generation) Growth initiative - sample metrics
• Targets set on • Number of deals analysed
– Operating income • Number of deals bid
• Number of deals signed
• No targets set but
monitored regularly on
• Number of follow-on or contiguous
deals signed
– ROCE Vs
• Number of new geographies
– EVA* introduced
• Skill/capability needs filled
– Rate cases
• Net income/loss
• NPV created (by deal/customer)

• Well defined, uniform set of financial • External milestone based targets

goals (with few division specific metrics)
(tailored to new business)
• Output/lagging indicator focussed
• “Quality of input”/Leading indicator focus

*EVA for each business estimated by apportioning increase in Enron’s entity value to each of its constituent
businesses (based on PE multiples prevailing in that industry) less the capital invested in the year
Source: Interviews; secondary literature
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