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Tata Strategic was part of the program management office, created for the purpose of coordinating the launch. Tata Strategic worked closely with the various functional departments and geographically spread-out groups in order to facilitate the timely launch of services. The activities involved monitoring program implementation, achieving cross-functional alignment and identifying possible risks and mitigation mechanisms. A process of regular reporting and issue resolution was also instituted.

The client’s launch of pan-India operations is underway. Once launched, it would result in a strong competitive positioning and soaring growth for the client in the mobile market.

A leading Wi-Max service provider in Africa was facing severe challenges in its business due to non-standard processes, lack of performance measurement metrics and inability of its existing systems to cater to increasing customer demand. Tata Strategic was asked to carry out an organization wide business process improvement exercise for the company.

A leading Indian business house wanted Tata Strategic to review the Business Plan for its Direct-to-Home (DTH) business.

Tata Strategic was approached by a leading television broadcasting company from one of the largest global media conglomerates to evaluate the opportunity for a new niche television channel focused on career related topics and advise on its feasibility.

A leading telecom operator in the country had recently spun off its infrastructure arm into a new entity. Tata Strategic was asked to formulate the long term strategic growth plan along with detailed financials for the new organization.

African Development Bank, a multilateral development bank based out of Tunisia sought Tata Strategic’s help in formulating an outsourcing strategy that would optimize its support processes and enable it to focus on its core business processes and expansion plans.

A leading telecom operator in India appointed Tata Strategic to assess, recommend and develop a business plan for entering new telecom circles.

Tata Strategic was asked by a major real estate developer to carry out a demand assessment study and formulate the marketing strategy for an IT/ITES SEZ in Mumbai.

Tata Strategic had to evaluate the feasibility of setting up an institute focused on the Indian security consulting market and develop preliminary financials for the same.

A leading India conglomerate was looking to enter the video surveillance market in the country. Tata Strategic was asked to evaluate the attractiveness of the market and advise on its feasibility

Tata Strategic conducted a series of workshops and brainstorming sessions to align the client management around long-term business objectives and arrive at key initiatives for the year. Detailed action plans with clear-cut ownership structures were drawn up. Tata Strategic also assisted the client to prepare a detailed budget, define targets/key result areas and put in place robust review mechanisms.

The exercise helped the client achieve a cross-functional alignment around key business objectives and put in place a robust review/monitoring mechanism.

Tata Strategic helped the client identify and prioritize critical processes impacting growth. Key customer processes like billing, collections and dunning, customer service, channel management, prepaid services, etc, were taken up for redesign. Measurable process objectives were set to meet business objectives. A well-structured program involving dedicated client teams ensured that the client was able to define robust processes in time to support its growth aspirations.

The program helped the client change its mindset from being focused on functionality to being process-orientated. Today, the client is able to run similar programs without Tata Strategic’s assistance. Once implemented, the benefits would be in the form of reduced cycle times, faster cash generation and better customer services.

Tata Strategic used a unit cost reduction method based on extensive internal and external benchmarks to optimize costs. The methodology ensured ‘dedicated’ client participation and sign-offs on implementable ideas at all senior levels in the client organization. A robust tracking and monitoring mechanism was instituted to ensure systematic implementation and savings accruals to the client.

Savings worth 15 per cent of the addressable cost base have been syndicated. Currently, Tata Strategic is assisting the client to implement and institutionalize an ‘internal’ continuous improvement program.