Without a wide and broad vision of the future, there is no clear policy.
The failure of the management team and the board to agree on the way to bid poses a great risk to the company and leads to conflict and conflict from leadership to business
While ambition is important, the company's we believe it is equally important to turn this into a clear and balanced plan to keep it moving in the right direction. Also, perhaps good ideas and ideas will go to waste.
Such a plan should specify what the key products the company needs, the KPIs to monitor, the management plan to implement the plan, and the resources needed to create a plan.
Sometimes every company has to return to strategic planning and roadmap design as the main culture to maintain peace, culture and traditional usage to reduce priorities and guide important decisions.
We believe that businesses should take their own destiny into their own hands. Leadership requires setting direction, believing in it, and having a goal. That's why, over the years, working with organizations across the country and across the industry, we've learned that our differences and values make good decisions, including integrating leadership as well as interpreting these ideas clearly and effectively. considering the real problem of each customer.
With this mindset in place, we help our clients:
There is no 'right or wrong' in strategic planning, it depends on the company's goals and we believe our clients know their business better than anyone else. From the very beginning, we work with you to determine the best decision-making process and integration for management and board participation.
We identify and evaluate internal and external expectations such as business objectives, historical decision-making processes, business needs, team members, dynamics, competitive environment, business insights, trends, professional and customer interactions, changes and more.
We help create strategic plans with financial models that show the integrated processes, management processes, KPIs and results needed to solve specific problems and needed plans in the company.
But not all – projects can only be realized with the commitment and support of all stakeholders. Employees must follow targets and pace to implement the plan. That's why we make it easy to own the plan for everything - in a good strategic plan, the final presentation is made by the project owner rather than the collective.
Improve the efficiency and independence of the management team in making good decisions
Deep business understanding and external factors that will impact the next cycle
Expand strategic thinking and gain new insights by accessing external experts, leaders and support models
A clear value proposition and Identifying the accompanying ambition
Identifying the capacity needed to achieve the goal
Clear strategic pillars and tactical initiatives designed to translate ambition into a solid plan
Create a map to identify the important issues and financial implications generator for the circle
Strategic planning is a broad term open to many different interpretations and meanings. For us, strategic planning should be a pragmatic process with a road- and business-focused analysis in the medium term, usually 3 to 5 years, depending on the business and the customer.
We believe in this view and do not tolerate futuristic applications that interfere with long-term business. Long-term megatrends are important to score for good thinking, but we believe the strategic plan can impact the company's life over the next 5 years.
We approach the strategic plan in 2 main phases and 5 steps, from strategic decision to more detailed:
The Strategic Roadmap is the final product, reflecting the strategy into a concrete plan for the company to execute, with clear pillars of actions and projects to be implemented over time. In our view, this is a fundamental step to guarantee that the strategic definitions become reality.
Over the course of the project, we see our role as supporting our client’s decision-making process. However, this does not mean that Integration does not have a voice. We do challenge our client’s decisions reinforcing the possible scenarios and the implications and risks of each path, the investment needed and the effort in achieving the desired change, be it through culture or process.
CHALLENGE
While things are picking up after a tough recovery cycle, the construction company’s outlook is improving. The company entered into a multi-billion-dollar joint venture with the second largest company in the industry to take the leadership position and the best position to seize opportunities.
However, the company needs to change its approach for the newly created “Newco” from day-to-day crisis management to a long-term vision of sustainable business and growth.
APPROACH
Given the recent merger of these two great organizations, our goal is to work with the management team and advisory board to support the development of a clear and shared vision for this new cycle, supported by a clear and coherent plan framework. We identified the internal needs and business opportunities of the new company and organized the leadership team through various training courses.
An important part of our approach is to lead business processes with leadership. With the support of several stakeholders (CEO and HR Vice President), we laid the foundation for Newco’s organizational culture in a joint effort to establish the company vision for the new cycle and beyond.
RESULT
Job access strategy is defined as capturing job growth in business through mergers and acquisitions, focused on differentiating the organization and strengthening the leadership role, powered by new services for people to spend.
This initiative is supported by the company’s innovative leadership culture, which supports the way the company pursues these opportunities through a collaborative, visionary approach and exploration.
The results of these activities provided 140% organic revenue growth and 240% EBITDA.
CHALLENGE
The pharma giant had developed a strategic plan for the cycle but ran into problems halfway through the plan due to increased competition and technological disruption. It also faces internal challenges to prioritize and implement strategic plans to respond to a changing environment.
The company has a clear vision for the pillar but needs to decide what the idea behind each pillar is and which plan to choose. Against this background, the client requested an integrated support system to review the project plan and ensure that detailed instructions were developed to follow.
APPROACH
In this project, it is important that we and the client truly understand the lessons learned from the beginning of the cycle and reconsider their needs for the change business.
To achieve this, the Association performs an internal diagnosis for each pillar of internal potential and challenges and corrects this with an external vision of the brick face and risk based on detailed market analysis of trends, competition and buyers’ behavior. practical scenarios for the cycle.
The situation was then discussed in depth with a clear understanding of its financial and operational implications and was selected by the board during a one-day hands-on training. The integration then works with the client to translate the decision into detailed project plans and cycle goals.
RESULT
The project allowed the client to identify areas of work that need to be strengthened during the cycle to ensure longterm success and diversity. We keep the leadership team fully engaged by clearly identifying ‘do’s and don’ts’ to prioritize cycles and encourage focus.
Customers forecast 3 year revenue growth of 35% and EBITDA growth of 50%, following the strategic plan and demonstrating the development of their capabilities.
The association has the right to work with many regional and international companies in the food and beverage, pharmaceutical, financial sector, logistics business owners and construction sectors.
Our experts have developed a deep understanding of the market, best practices and strategic decisions of companies in different geographies and sectors. This enables us to offer our clients powerful and customized solutions that take into account the internal and external environment.
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
