UC STRATEGY | Top Strategy & Management Consulting Firm in India

1. Strategy Implementation Practice The materials contained in this document are intended to supplement a discussion with UC STRATEGY. These perspectives are confidential and will only be meaningful to those in attendance.

2. Terms of Use The contents of this document are strictly confidential and are intended for use by the recipient only. The information provided by Universal Consulting India Pvt Ltd (UCSTRATEGY) in this document may not be disclosed, summarized, excerpted from, or referred to, published, or reproduced in any form, to any person outside the recipients business organization, or to any other company (including any other professional services firm) without UCSTRATEGY’S prior written consent, which may be withheld by UC STRATEGY in its sole and absolute discretion. 1 • © 2020 Universal Consulting India Pvt Ltd Confidential

3. IMPLEMENT STRATEGYSTRENGTHEN INDIA The strongest Indian challenger to the global strategy consulting firms in India RELIABLE RESPONSIVE RESILIENT

4. 25 1994 Years 350 995 Clients 2.2 million Cases Consulting Hours 54% 22% Repeat Work Referral Work 4,500 60 Professional Development Hours p.a. People

5. Significant Repeat Work 43 33 19 18 17 Big Pharma MNC 12 12 10 8 8 6 6 6 5 4 4 • © 2020 Universal Consulting India Pvt Ltd Confidential

6. Industry Focus Building Materials & Products Agribusiness & Food Industrials Life Sciences & Medtech Banking & Financial Services

7. Capabilities Strategy Implementation India Entry Strategy Go-To-Market Strategy Feasibility Study Growth Strategy Strategy Implementation Distribution Strategy Diversification Strategy Commercial Due Diligence Supply Chain Strategy Program Management Office Channel Strategy Partner Selection Strategy Business Plan Strategic Organisation Review Strategic Cost Management

8. Plans are just good intentions unless they immediately degenerate into hard work. -Peter Drucker 7 • © 2020 Universal Consulting India Pvt Ltd Confidential

9. 67% of strategies fail due to poor implementation Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis 8 • © 2020 Universal Consulting India Pvt Ltd Confidential

10. Why Strategy Implementations Fail Unactionable Strategy Unclear Plan OrganisationalMisalignment Ineffective Monitoring Inexperienced Management Source: Carucci, R. (November, 2017). Executives Fail to Execute Strategy Because They’re Too Internally Focused. Harvard Business Review , UC STRATEGY Analysis

11. A Program Management Office (PMO) approach mitigates implementation failure risk 10 • © 2020 Universal Consulting India Pvt Ltd Confidential

12. PMO Archetypes A B C D Strategic Transformational Functional Transitional

13. Typical Goals • Ensure BU heads have context of projects • Provide requisite analytical/ strategic support to achieve goals Project Types Key CEOs Role • Communicate to broader stakeholders Aligning independent BUs with corporate direction CEOs PMO Role • Blended Corporate direction setting A Key PMO Capability Strategic • Coach BU executives & project members • Analytical depth • Operational understanding Reporting Frequency • Weekly reports • Monthly all hands meeting

14. Typical Goals • Achieving NPS of >50 • Increase automation of planning and fulfilment process Project Types Key CEOs Role • Set vision • Define end state • Review outcomes • Communicate to broader stakeholders Customer experience improvement CEOs PMO Role Redesign and implementation of production process • Supportive B Transformational Key PMO Capability • Set up transition architecture • Coach BU executives & project members Reporting Frequency • Weekly reports • Monthly all hands meeting

15. Typical Goals • Achieving a revenue target of X • Reducing SG&A spend • Preparation of relevant strategy material for fund raise Project Types Key CEOs Role • Clarify priorities • Set urgency • Define end state • Review outcomes & bottlenecks • Make decisions Revenue Growth CEOs PMO Role Cost Optimisation • Blended C Functional Key PMO Capability • Strategic perspective • Echo CEO’s voice • Analytical rigor • Operational understanding • Analytical rigor • Operational understanding • Set pace Supporting Preparation for IPO PE Entry & Exit Reporting Frequency • Weekly reports • Monthly all hands meeting

16. Typical Goals • No reduction in sales • Clarity of reporting structures • Preparation of relevant business strategy material for fund raise Project Types Key CEOs Role • Define end state • Review outcomes and debottleneck Post-merger integration CEOs PMO Role Post-investment transition • DIrective D Transitional Key PMO Capability • Set up transitional architecture • Ensure visibility for all stakeholders Reporting Frequency • Weekly reports • Monthly all hands meeting

17. PMO Benefits PMO approach brings several sustained benefits • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals • To ensure optimal allocation of funds amongst projects • To assign resources based on capabilities • To ensure efficient prioritization given various constraints Standardisation • To understand the linkages, dependencies between various projects in the portfolio • To increase accuracy of projects in terms of the budget, resources and schedule associated with them • To reduce likelihood of project failure Alignment Efficiency • To enhance coordination and communication amongst various internal divisions, project teams • To improve decision making in line with overall strategic goals • To align the portfolio of projects with an eye toward future strategy • Most important reason/ advantage of PMO Communication Accuracy

18. PMO Functions Portfolio Management Governance Coordination Solution Design • Initiative prioritization • Initiative charter development • Initiative’s benefit estimation • Resource management • Milestone and KPI, KRA definition • Risk management • Reporting structure • Status reporting • Escalation matrix • Issue escalation • CEO’s dashboard designing • CEO’s review cadence development • Stakeholder management • Communications • Cross functional team management • Extending support- methodologies, tools, templates etc. • Define • Diagnose • Deliberate • Develop • Deploy 17 • © 2020 Universal Consulting India Pvt Ltd Confidential

19. Project Review Cycles PMO Processes (5Ps) Program Architecture Project Review Cycles Progress Tracker 1 2 3 4 5 Project Charters Prioritisation • Steering Group • Program office • Work-streams • Enablers • Projects ranked based on implementation ease & benefit • Quick wins implement priority • Complex ones further planning • Project owners • Goals and targets • interdependencies • Risks • Fixed weekly review • Program office review • Steering group review • Other stakeholders review • Projects at risk requiring action • Delayed- effort to bring on track • Completed and yet to start projects

20. Roles and Responsibilities of Key Stakeholders Program Architecture 1 Board • Set the high-level principles • Provide Strategic Guidance • Deal with conflicting priorities and high-level resource issues • Provide approval on milestones and KPIs CEO • Develop the overall project sequencing • Identify and manage work stream interdependencies • Extend support in terms of providing tools, methodologies etc. • Monitor, track and report project progress • Provide problem resolution • Co develop the solution Strategy Office PMO UC STRATEGY Functional Team • Manage functional team • Execute and deliver the desired/agreed KPIs/KRAs/outcomes of the initiatives • Report to project manager (PMO) about the progress and roadblocks if any Workstream Champion • Execute day to day activities • Report to workstream champion about the progress and roadblocks if any Functional Team 19

21. Prioritisation 2 Initiatives are ranked based on ease of implementation and financial benefit ‘Strategic Initiatives’ Prioritise The resulting matrix illustrates each initiative’s return on effort relative to other initiatives Initiative G High Initiative A Initiative I Initiative B Initiative H Initiative C Quick wins are implemented immediately Benefit IncreasingReturn on Effort Initiative D Initiatives closer to the top right of the matrix provide high returns for relatively low effort and are prioritized Initiative E Low Initiative F Initiative H ‘Quick Wins’ Defer Strategic initiatives typically require further investigation beyond that undertaken in the assessment phase (“complex”) initiatives High Low Implementation Difficulty 20 • © 2020 Universal Consulting India Pvt Ltd Confidential

22. Project Charter 3

23. Project Review Cycles 4 M T • Communication of key issues/ themes for the week • Updating of all trackers in readiness for the Program Office Review • Individual work stream sessions held as required S 4 11 18 25 M 5 12 19 26 T 6 13 20 27 W 7 14 21 28 T 1 8 15 22 29 F 2 9 16 23 30 S 3 10 17 24 September • Program Group Review • All work streams • All projects • Steering Gp Issues • Updated trackers circulated S M T W T F S W • Review of Program Office outputs • Resolution of outstanding Program Office issues • Preparation of steering group material T • Steering Group Review • Overall status • Strategic issues • Red work streams • Amber work streams • Green work streams • Next steps • Weekly communications • Schedule/ key events for next week F 22 • © 2020 Universal Consulting India Pvt Ltd Confidential

24. Escalation Matrix 5 Level 1 Level 2 Level 3 23 • © 2020 Universal Consulting India Pvt Ltd Confidential

25. We have been implementing strategy for 25 years We have been implementing strategy for the past 25 years 24 • © 2020 Universal Consulting India Pvt Ltd Confidential

26. UNIVERSAL CONSULTING INDIA PVT LTD Amiti, E Wing, 2nd Flr, Agastya Corporate Park Kamani Junction, LBS Rd Kurla (W) Mumbai 400070, India Tel +912266222100 strategy@universalconsulting.com www.universalconsulting.com