Facilitating Three Year Planning

Building a three-year plan that actually delivers

Client industry:
Software/Technology

Employee size:
2,20,000


Customer Situation:

The Indonesia subsidiary of one of the world’s largest software multinationals wanted to ensure that they developed a three-year plan that truly reflected market potential. Previous annual efforts had been mostly internally driven with lack luster follow-up and not much progress in market share. They believed that a facilitated process would help them achieve more and they turned to Tripura to help them with the process.

Our Engagement:

We designed an engagement that allowed the top leaders to understand the divergent perspectives everybody had on the market and its potential. This then helped them during the workshop to first decide on a common aspiration that everyone would feel inspired and motivated by. The next step was to ensure that leaders understood their similarities and differences so that they could leverage their differences to achieve more for every project that supported their aspiration. We also took them through a series of experiences by way of which they were able to translate their vision into specific goals, strategies, metrics, measures, and milestones. We also leveraged Black Hat Thinking to identify future potential risks that need to be mitigated as the teams translated strategy into execution.

Customer Outcome:

The subsidiary leader was pleasantly surprised to see the quality of the output at the end of two days. This was far beyond their expectations, and it earned them appreciation from the Region for a higher order of aspiration, supported by a solid set of strategies. Their ability to have meaningful conversations with their regional leaders on investments and outcomes led to a higher order of investment for the Indonesian subsidiary. The acceleration that they received on account of their strong strategies helped them front load their performance, so much so the Covid-19 crisis did not make a significant dent in their growth numbers.

BEFORE

The Indonesia subsidiary of one of the world’s largest software multinationals wanted to ensure that they developed a three-year plan that truly reflected market potential.

Previous annual efforts had been mostly internally driven with lack luster follow-up and not much progress in market share.

AFTER

Once we had our sessions with the top leaders, they developed the capability to have meaningful conversations with their regional leaders on investments and outcomes, leading to a higher order of investment for the Indonesian subsidiary.

The acceleration that they received on account of their strong strategies helped them front load their performance, so much so the Covid-19 crisis did not make a significant dent in their growth numbers.  

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