Taking Bangladesh’s organic tea international
Taking Bangladesh’s organic tea international
MTI was retained by Teatulia, the fast-growing niche organic tea brand in the USA & UK, to chart their strategic direction and to provide implementation support. Teatulia recently launched its first Tea Bar near Covent Garden, London as a part of their growth strategy
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Fashion-able Growth - for an apparel multinational
Fashion-able Growth - for an apparel multinational
MTI delivers strategic insights on restructuring for MAS Slimline Unichela – enhancing operational effectiveness
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Enabling India’s Enterprise Digitalization
Enabling India’s Enterprise Digitalization
Tata Tele Business Services retained MTI Consulting for the second phase of their business strategy. - based on MTI’s 8S ® model, working collaboratively with their management team.
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Enabling Rwanda’s socio-economic development
Enabling Rwanda’s socio-economic development
The MTI-enabled Strategic Plan of the Rwandan Telecom and Energy Regulator (RURA) has now been published, which is strategically linked to Rwanda’s Vision 2050
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Strategizing Social Impact in Bhutan
Strategizing Social Impact in Bhutan
MTI developed five Strategic Initiatives for Tarayana foundation which will assist them to continue building a happy and a prosperous Bhutan
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Export Strategy to realize Pakistan’s potential
Export Strategy to realize Pakistan’s potential
MTI Consulting worked with the Pakistani government under the auspices of the Trade Development Authority of Pakistan, in an endeavor to reform the national export strategy, structure and processes
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Driving human performance through strategy
Driving human performance through strategy
Toyota embarks on a journey to implement MTI's comprehensive competency model
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Solutions
MTI’s solutions are based on two consulting practices, comprising of 8 Solutions – which are customized to client specific needs.
Strategy
Market Entry Strategy
Strategic Planning & Growth
M&A Integration
Corporate Re-structuring
Execution
Process Re-engineering
Digital Transformation
Performance Management
Resource Optimization
Strategic Planning and Growth
Why?
Charting the Strategic Direction of the Organization – given the Emerging Opportunities, Challenges, Capabilities (of the organization) and the Possibilities that can be created.
As a means of gearing the organization to plan for and meeting the future dynamics.
To strategize quantum business growth – in challenging and opportunistic market conditions.
What?
Development of a Comprehensive Strategic Plan based on MTI’s 8S ®, sequentially covering the modules of Scope, Scan, Sights, Strategy, Structure-Staff, Systems and $Financials.
The Final Module titled ‘Straction’ breaks down the Strategic Initiatives to Action, which is then followed by a process of ‘Imple-mentoring’.
Corporate Re-structuring
Why?
Under-performing businesses – with the potential for significantly higher performance and / or in urgent need of a transformation.
What?
Ground Zero’ based Re-structuring Vs. Incremental Tweaking.
Re-casting the Conventional P&L into a Value-Chain based P&L – as the basis of the following strategic decision.
Slack Elimination in the Business Strategy – via Rationalization of Business Units, Products, Brands, Channels, Customers, Demand Generation and Supply Chain Initiatives.
Followed by Slack Elimination in the Processes and then Structure – covering Jobs, Layers, Levels and Latitude.
Market Entry Strategy
Why?
Reached the optimum level of growth in current markets. Single-country / Single-region Risk.
Single-region Risk.
Compelling Value Proposition – with potential to capture cross-border opportunities.
High Growth Opportunities in Emerging and Frontier Markets.
What?
Development of Internationalization Strategy.
Market Attractiveness and Feasibility Studies
Market Entry Strategy.
Partner Identification – Customers, Channels, Supply Chain.
M&A Integration
Why?
For rapid, quantum growth – via an inorganic business strategy.
Divestment of non-core businesses – for sharper business focus.
Cashing out – for alternate investments, inheritance, retirement.
What?
Facilitating the Programmatic M&A Integration process (on either buy-side or sell-side), which constitutes:
Defining Ideal Targets & Prospecting.
Evaluation, and selection of Investor, Divestor, Merger-Partner.
Transaction Documentation (Teasers, Information Memorandums etc.).
Valuation and Due Diligence.
Post M&A Integration via a purposeful Integration Strategy.
Process Re-engineering
Why?
Processes enable Business Models and Business Strategies to be broken down to standardized and routinized workflows.
Thus ensuring the optimum level of ‘energy’ is utilized for standardized, repetitive tasks – leading to both customer value and cost optimization.
Eliminating non-value-adding slack and inefficiencies – that tends to accumulate when processes are not regularly challenged for relevance and value.
Ensuring the investment in systems are based on a foundation of effective processes.
What?
Process Re-engineering, depending on the degree of change required, could be approached in two ways:
Ground Zero-based Approach – which starts by challenging the fundamentals of the Value Chain, Business Model, then cascades to purpose-based workflows.
Continuous Improvement Approach – which focuses on focused specific workflows in need of ‘slack’ elimination.
In both cases, tech-optimization is pursued – immediately following the optimized process disciplines.
Digital Transformation
Why?
Increasing complexity of interpreting Customers, Channels, Supply Chains, Human Resources, and Competition – in an increasingly over-communicated world.
The power of data in developing breakthrough offerings and go-to-market approaches.
What?
Development of holistic Digital Transformation Strategy and Road Map.
Covering Trends, Challenges & Opportunities, Impact on Business Model and Strategy, Core Tech (ERP), Functional / Customer-facing Tech (Apps), Analytics and Digital Strategy Enablers (Processes, People, Eco-Systems, Compliance, and Governance).
Experimentation: Minimum Viable Products (MVP) / Use Cases for Artificial Intelligence, Machine Learning, Big Data Analytics, IoT, Blockchain, etc.
Capture, clean, process, analyze, and visualize data – enabling business decision making. Via Data Science, Big Data Analytics, Artificial Intelligence / Machine Learning, Internet of Things (IoT), Robotics Process Automation (RPA).
Performance Management
Why?
To proactively track organizational performance and strategy execution – so that corrective action (if needed) can be taken.
To ensure that organizational capacities/resources are optimized.
What?
Macro Performance Management Framework– based on the Value Chain, Business Model, and Organizational Strategy.
KPIs (Key Performance Indicators) and MPIs (Market Performance Indicators) – all of which to be seamlessly linked (via a Tree Diagram) to the Organizational Goals.
Institutionalizing the Performance Management System – via Reports, Reviews, Rewards-linking, Tech-Optimization, and Internal Marketing.
Resource Optimization
Why?
Effective execution of an Organization’s Strategy is critically dependent on its Human Resources, i.e., how they are hired, inspired, and optimized to deliver optimal performance.
The need to address the fast-changing dynamics of Resourcing in the Gig Economy context.
What?
Comprehensive Audit and Recommendations covering the entire HR Eco-system i.e., Resourcing Strategy, Capacity Planning, Employee Value Proposition, Recruitment, Employee Engagement, Competency Development, Rewards & Recognition, Performance Appraisals, HR Governance, Exit Formalities and Relationship Management.
With the option to focus on select modules from the HR Eco-System (above).
“MTI Consulting has effectively concluded the first phase of our strategizing process based on MTI’s 8S ® model, working collaboratively with our management team. Now, in order to effectively execute the strategic initiatives arising from the strategic plan, we have retained MTI Consulting”
Harjit Singh
CEO - Tata Tele Business Services
“Looking back we are extremely pleased with that decision which has paid off significantly as reflected in our business performance and financial results. MTI played a pivotal role in this exercise and did so while getting the buy-in and inclusiveness of our team.”
Harold S. Edwards
CEO - Limoneira
“MTI has effectively developed and delivered our service branding initiative on 'Living' the Amex Brand.”
Zoran Novakovic
CEO - American Express
“MTI's marketing and business management expereince provides unique insights and skills that have helped us achieve success in the international consumer foods business”
Will Black
Regional Director - DuPont
“The MTI study has given us the market map and pulse of the lubricant market in the two key emerging markets of Indonesia and Myanmar. We now rely on MTI's regional expertise in setting up our channel network.”
Subodh Dakwale
Managing Director - Lanka IOC
“Over the last 6 months, the Senior Management of RURA worked very closely with MTI’s Team of Strategy and Regulatory Sector Consultants, resulting in an effective 5 Year Strategic Plan.”
Dr. Ernest Nsabimana
Director General - Ruwanda Utilities Regulatory Authority
“When MTI started with us on this long journey, it was certainly a turning point for LOLC. Their highly interactive and highly effective workshop process made us think; they challenged us and worked with us in synergy to achieve the results.”
Ishara Nanayakkara
Deputy Chairman - LOLC
