Executive Summary
This case study focuses on an Edutech company based in Mumbai, with a subsidiary on the West Coast of the USA, that faced stagnation after five years of organic growth. RenB was tasked with re-engineering the company’s business and functional processes to achieve rapid growth and transformation.
The Brief
RenB was given the mandate to create a comprehensive three-year strategy aimed at achieving 5X growth. This involved a complete Business Process Re-engineering (BPR) for organizational transformation across all business and functional areas.
Client Challenges
The Edutech company struggled with:
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Lack of clarity in the business model and global strategy.
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Absence of a clear business roadmap and execution plan.
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No established management best practices or innovative competitive advantages.
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Inadequate operational processes and controls, lacking systems and automation.
RenB Approach and Execution:
RenB’s strategy encompassed a total overhaul of business and functional processes:
1. Business Model, Strategy, and Global Visioning
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Transitioned to an e-commerce model tailored to new geographies and business areas.
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Developed a product strategy to expand the product portfolio.
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Automated all processes for real-time visibility across business and functional areas.
2. Business Growth Roadmap with Execution Plan
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Detailed 360-degree growth roadmap, focusing on revenue forecasts and strategic milestones.
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Emphasized competency building and functional support for geographic expansion.
3. Management Best Practices and Innovation
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Introduced best practices across management operations.
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Fostered innovation to gain a competitive edge.
Operational Improvements
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Overhauled marketing and sales, people management, technology management, business governance, and financial management to address previously identified inadequacies.
Implementation and Results
Phase 1: Strategy Building and Business Model Rework
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Engaged all stakeholders in building a corporate strategy.
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Restructured the business model, focusing on value chain consolidation into four verticals, each becoming a profit center.
Phase 2: Process Correction and Creation
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Established basic functional capabilities and revamped HRD, finance, and corporate services.
Phase 3: Global Expansion and Strategy Implementation
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Launched a Global Business Development team, adding seven countries within a year.
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Focused on scaling production capabilities in multiple countries.
Phase 4: Competency Building
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Strengthened organizational competency and automated processes to minimize human dependency, implementing a comprehensive IT backbone with top global IT partners.
Conclusion
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Achieved a growth trajectory of 100% more than the initial targets, setting the stage for reaching 10 Million USD top-line.
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Significantly improved profit ratios and market share across operating countries.
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Enhanced operational efficiencies and reduced decision-making time from days to less than 24 hours globally.
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Established a strong middle management team through a robust Management Training and Development Program (MTDP).
Post-Implementation
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Following the interventions by RenB, the company grew to become a 50 Million Valued entity, expanding further into Africa and Europe and surpassing the mandated growth expectations.