Imagine that you need to assess the level of “strategicness” of a company – including assessment of strategic management, current strategy, strategic decisions, etc. Not an easy task, is it? Now imagine that you need to compare the levels of “strategicness” of different companies to understand which one has more potential in the long term. What if such companies operate in different industries? What if they also operate in different countries with different managerial cultures? Finally, try to imagine that you need to compare several companies! Does it sound like an impossible task?
Such a task was faced by an international rating agency operating in 23 countries, well known to investors as a leader in financial market information, and also known as a compiler of credit ratings and corporate governance ratings. In an increasingly complex business world, investors need more criteria to make decisions about whether or not to participate in a particular business. In addition to the existing methods of comparable assessment of companies from different countries and industries, the agency tried to create a mechanism for analyzing the level of “strategicness”. The working tool should have contained uniform and comparable criteria for assessing the level of strategic management in
- various countries
- various industries
- companies of different sizes
The use of such an instrument should answer the question: “Which company has the greatest investment potential in the long term?” The answer to the question should help make a decision on investing in a particular company.
In the course of the project, the relevant modern theoretical schools of strategic thought were analyzed. Information on the practical use of different methodologies and practices in the strategic management of companies from different countries and industries was also collected and analyzed. Based on the results of the analytical work, a classification of the unified attributes of strategic management was developed. For each characteristic, the assessment parameters and the degree of influence on the level of strategic management were determined. Then working tools for collection, processing and analysis of information and calculation of integrated indicator of the company’s strategic management level were created.
The developed tools were successfully tested in three “pilot” projects in the BRIC countries: the strategic management level in banking, telecommunications and manufacturing companies were assessed. It was used to determine the level of “strategicness” of the companies.
The methodology was adopted as a working tool – rating – and is used by the agency in many countries to support decision-making by international investors.
The project caveats and challenges:
Apart from a few internationally recognized strategic management schools, each country has its own established practices and characteristics. Additionally, it is often the case that strategic process and decision-making are poorly formalized and insufficiently documented. That makes it really difficult to create a universal tool for information gathering and subsequent analysis. In such a situation, choosing common criteria that investors would understand for comparing companies from, for example, Russia, India and Brazil is a serious puzzle.
My work has already helped
to improve management in companies in 11 countries, operating in 137 cities
Building the Strategy Execution System
Implementation of the strategic management tools and methods based on Balanced Scorecard in a metallurgical group – the leading player on the international market.
Managing Operational Risks in a Telecom Holding
Implementing and configuring an operational risk management system to increase operational efficiency in a telecommunications group
Assessment of a KPIs Performance System in the Top-5 International Group
Assessment of the KPI-based performance management system for the Top-5 global fully integrated zinc producer and recommendations for the strategic management
Management Structure Design to Reform the Natural Monopolist
Creating the concept of a vertically integrated management structure for the reform of the natural monopolist
Business Process Optimization in a Large Group
Optimization of business processes to increase operational efficiency of the largest in CIS and Eastern Europe manufacturing holding
Assessment of the Business Strategy for a Development Group
Improving strategic management and fine-tuning the strategy of the construction holding company made it possible to achieve the shareholders’ goals
Supporting a Strategy Execution
Temporary outsourcing of the strategic management functions to the management consultant allowed to keep up the business growth rate and hold leading market position
Investment Management in a Group of Companies
Designing, implementation and fine-tuning of the investment management had enabled business development in the group of companies
Reengineering of Investment Process for Business Development
The investment process optimization with support of a new methodology for the traffic assessment and estimation secured the planned growth
Reorganization and Restructure of an Investment Group
Group reorganization and asset restructurization raised the management to the new level by boosting IRR and increasing capitalization
Finding a Business Strategy for a Leader
Finding and formulating a business strategy for a construction and installation contractor, which not only strengthened its leadership position, but accelerated its long-term business development as well
A Concept to Reform Utility Complexes
The designed concept of reforming regional utilities monopolist laid a foundation for the new integrated group of companies in the utility sector
A Strategy for Growth and Regional Expansion
Finding ways to expand for a unique business and determining the volume of investments, their dynamics and rate of return, as well as contributing to an investment decision
Business Plan for the Leading European Bank
Tweaking of an international bank’s greenfield investments into a wood processing cluster
Reorganizing the Growing Group
The restructuring of the group ensured transparent and effective asset management and enabled shareholders to focus their efforts on the long-term development
Post-Merger Integration
Designing an integrated mechanism for managing a united group and ensuring synergy from the merger of processing companies
Assess a Level of a Strategic Management for Global Investors
The tools were proved in three BRIC countries and after that it was laid as a foundation for the cross-boarder and cross-industry rating, which is supporting the decisions for tens of thousands international investors all over the glob
The Clients Are Saying:
Vitaly’s opinion sometimes dissonates with our well-established ideas, but he knows how to be very convincing
Besides the impeccable content of the study, I would like to note a vivid and convincing presentation of the results. Impressive!
Excellent response to suggestions and comments in the course of the project and an in-depth knowledge of the “Strategy Development” theme. Much was beyond my expectations.
In the project “Strategic Management Design and Implementation” it is especially worth mentioning Vitaly’s commitment, despite the external circumstance. All promises were fulfilled timely and in full. Even a bit more!
We are grateful for the high-quality and honest work and looking forward to new cooperation!
In the “Strategy development” project, the result exceeded expectations in terms of depth and quality. Professionally done work!
The results delivered actually exceeded the required scope: we received a greater degree of detail on the criteria and a more complete list in the questionnaires. The result exceeded our expectations.
I can’t help but praise Vitaly’s determination. The project has always returned on its way to the planned results, despite all the objective difficulties.
Working with Vitaly is comfortable and productive
The consistency and persuasiveness of Vitaly’s actions helped us to carry out a difficult and complex business reorganization without complications. We learn first hand how much a solid experience in a transformation means.
Your musical tastes are so-so, but your vision is impressive, complex and has a long horizon.
Strategic changes are always a challenge. With Vitaly’s participation, we felt confident in their implementation.
Apparently, Vitaly’s experience in the Norton-Kaplan’s company was not in vain. The developed Balanced Scorecard facilitated greatly our long-term management and mobilized leadership.
Thanks to Vitaly, we began to manage the company strategically
We have made organizational changes faster and more efficiently than expected from the start. Everything was very professional.
In developing and implementing the Balanced Scorecard, all the work was done in good faith. Our expectations were either met or exceeded.
Our project was not typical, as it focused on criteria for evaluating the strategic process in a broad context. We are quite satisfied with the result. We received all the information we needed.
Vitaly’s excellent quality is his ability to become quickly integrated into the team and look at the company from the inside, which allows him to achieve maximum results in the task at hand.
Vitaly really knows how to solve complex business problems!
The consistency and persuasiveness of Vitaly’s actions helped us to carry out a difficult and complex business reorganization without complications. We learn first hand how much a solid experience in a transformation means.