Snapshot - enParadigm Leadership Simulation Workshop, April 24-26, 2013, Bangalore
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www.enparadigm.com
We are a group of IIM Ahmedabad alumni and faculty who design and deliver
simulation based experiential learning workshops for middle to senior managers.
Our Value Proposition
Engaging learning environment
Effective and hands-on approach
1300+ participants
Tailor made to company needs
Best-in class facilitation
41%
18%
11%
9%
7%
5%
3%
Sales & Marketing
Operations
HR
Finance
Engineering
Systems & IT
Purchase
Service
Project Management
Others
Participant Profile: Function Wise Participant Profile: Industry Wise
17%
14%
13%
8%7%
7%
6%
6%
3%
3%
Automotive Banking
Manufacturing Aerospace
Textiles Financial Services
IT Services Oil & Gas
Professional Services Power
Education Media
Pharma Telecom
Others
About enParadigm
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out of 150+ happy customers
Prominent Clients
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What Strategy is NOT ?
“Our Strategy is to internationalize”
“Our Strategy is to outsource our Production”
“Our Strategy is to increase our R&D budget”
“Our Strategy is to increase our Market Share”
These are only steps in strategy execution
NOT strategy
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What is Strategy then?
A plan of action
to execute a series of steps
cumulatively over time
to create and sustain a unique position
in customer minds
giving a competitive advantage
to make profits sustainably
This is strategy
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Methodology
30 participants grouped into 6
virtual companies of 5 each
Assigned
Marketing, HR, Finance, Operatio
ns, R&D & CEO roles
Companies competed with each other
Each company formulated its business strategy and
implemented it over 7 quarters to make profits
Workshop run on enParadigm’s customizable Learning
Curve TM software simulation platform.
R&D
Operations
HR
Marketing Finance
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Participants ran mini robot companies
3 geographies & 3 customer segments
Business Context
North America Asia Latin America
Original Equipment Value Added Wholesalers
Manufacturers Resellers
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DAY 2
Implementing Strategy
Quarter 2
Understanding
shareholder value and
return on equity
Quarter 3
Understanding
customer perceived
value and pricing
Quarter 4
Annual Industry and
Competitor Analysis
DAY 1
Formulating Strategy
Understanding strategy
formulation
Understanding the
business to be run
Demo Quarter
Formulating a strategy
for the company
Understanding cash
flow
Quarter 1
Understanding financial
statements
DAY 3
Reviewing Strategy
Strategy review - Board
meeting with Chairman
Quarter 5
Strategic alliances and
business negotiations
Quarter 6
Understanding strategic
thinking and positioning
Quarter 7
Debrief - Comparing
decisions and results
Feedback and Review
Schedule
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Industry Positioning by Q4
Matrix was in a good
position to sell to the
Wholesale market.
Autobots and Nextgen
were in a similar
position
Transformers, Robotic
s and Smaart were in a
better position to sell
to Resellers. There was
no clear differentiation
shown by any company
in Year 1.
LowCustomerPerceivedPriceHigh
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A fight for market share
Robotics ganied a
significant share of
VAR and OEM
market, partly because
of their differentiation
and partly due to the
industry stocking out
Matrix and Smaart
started the fight for
market share with
heavy spends in
marketing in Year 1
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Investment towards differentiation
Autobots invested
very little in R&D
as they targeted
wholesalers
Transformers and
Robotics invested
heavily in R&D.
Robotics let Smaart
catch up to them by
failing to invest in Q 6
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Profits under pressure
Matrix lost their
segment focus in Q7
and tried to sell to
everyone resulting in a
dip in profit
Robotics and
Transformers far
ahead of competition
on profitability due to
their unique position
in the reseller segment.
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What I learnt
Impact of cross-functional decisions on the business performance
Understanding of Impact if we remained in silos
How to manage resources to increase effectiveness
Understanding and creating a strategy for establishing a unique position
along line of value equivalence
Looking for alternative solutions when things go wrong. What else can I
cover the lost ground with
Clarity in strategic thinking and formulation of strategy to drive business
Dynamics in cross-functional decision making
Balance between strategy and execution
Linking financial statements to strategy and cross-functional implications
Importance of clarity of strategy and sticking to it
Reading and analyzing P&L, balance sheet and cash flow
Importance of forecasting
I think this workshop offered really very good insights in formulation
of effective strategies with respect to challenging market dynamics. I
would recommend this workshop to all those who are aiming at
leadership positions in top management in their respective
organizations.
Mihir Raja
GM - Marketing
Claris Lifesciences Ltd
enParadigm has created a wonderful
program for the senior managers from
diverse fields to come together and
share a platform for understanding the
decision making along with its overall
impact on the organization.
Rajan Sood
Zonal Head, Capital Market Group
Aditya Birla Finance Ltd.
I think it is a brilliant session for anyone
waiting to get into a general management
role.
Sunil Kumaran
Business Head
Reliance Broadcast Network Ltd.
I have been struggling to ensure that project
managers in IT have a sound financial view and feel
that this program can help give them the right base to
complement their technical skills. An Excellent
Simulation Program
Harish pani
Deputy Project Exective
IMB india Pvt. Ltd..
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What I will do at work
Rocky Noronha
VP – Freight forwarding Division
Fairmacs Shipping & Transport Pvt. Ltd.
enParadigm's Leadership Simulation
Workshop is a great workshop. As
mentioned it is a learning curve for every
senior manager which teaches to think
beyond your role.
A great workshop which makes us
realize the significance of small details
that we tend to overlook and the
impact it creates. Very good for cross-
functional learning
Mohit Bhagchandani
AVP – Business Operations & IP
S.E. TransStadia Pvt. Ltd.
A must for every budding
leader, without a financial
background
Joseph K George
GM - Sales
Schneider Electric IT Business
Apply appropriate strategy. Immediately stop calling the steps of strategy as
strategy
Look at my target dashboard with ROE perspective
Try spending more time on deciding a long term plan rather than jumping in
the situations
Look at the financial impact of any major business decision
Market scanning, SWOT of competitors
Cross-functional integration while taking decisions
Educate the next level to understand the view point of other department heads
Linking strategy to my work
Financial planning and impact planning
Study my company's P&L and Balance Sheet and evaluate decisions basis
impact on them.
Continue to focus on profit making segment
More customer segmented approach
Good simulation program. Opened
a lot of corridors of the brain.
Strongly Recommended.
Samrat Tewary
Zonal Head - East
The Mobilestore
enParadigm has created a mind
boggling program. I don't
remember attending such
interesting program with so much
learning.
Dr Ritu Rawat
Deputy Director Medical Services
Indraprastha Apollo Hospitals, Delhi