krishnan naganathan

Globalization of Engineering Centre

This program was led by me as program director for streamlining their global engineering centre in India. As part of its business strategy, the organization was moving engineering work from various global centres to one centre based in India. The transformation exercise was focussed on managing the transfer of work, standardizing work content, improving the quality of execution and reducing the lead time for completing projects. My role involved engaging the leadership, building business case, designing and leading the implementation program with a team of 6 consultants over nearly 3 years.

Results achieved included transfer of all intended engineering work to India centre. A massive business advantage delivered as part of the transformation was to reduce lead time for order to engineering release from 42 weeks to 16 weeks.

Procurement Transformation

I was the program director on the project to transform the procurement operations over a period of 18 months. I led the development of business case, diagnostic study, program design and implementation with a team of 7 full time consultants.

This program delivered USD 14 Mn (spend base USD 240 Mn) cost reduction in procurement, increased supplier capacity while also rationalizing the manpower in procurement function.

Developing the Turnkey Strategy

I was the program director for developing the Turnkey execution strategy for executing EPC projects. The client intended to develop turnkey project execution capability in line with market demands, while they were predominantly only engineering and supplying products. Along with a global team of the client, we helped define the roadmap for establishing the turnkey capabilities to succeed.

The project included developing an organization structure, defining key capabilities to be built and processes for these areas, developing tools for key critical business process and developing a robust risk management process.

Innovation strategy for an IT Product company:

This program was focused on developing an innovation strategy roadmap for a IT company serving clients in the retirement space. The organization has chosen to invest heavily in product development and reduce dependence on services. The program involved assessing innovation capabilities and developing an innovation led future strategy and roadmap.

Subsequently, the client engaged me as a coach for the CEO and CTO to help them deliver the strategy. In this role I handheld both the leaders in executing the projects and build organization capabilities

The project delivered a comprehensive 3 horizon strategic vision and goals, identified key success factor, innovation priorities and roadmap for key innovation projects.

The client has doubled in size during the pandemic as a result of the strategy implementation

Sales operation excellence at a global biotech company

The client had acquired an Indian company; however, growth was much lower than the industry growth rate. The project was initiated to get growth back to industry rates.

The client’s sales strategy and processes were evaluated and gaps were identified. Customer and channel insights and unmet needs were identified. New distribution channels were developed. Developed and implemented solutions in areas of prospecting, business maintenance, distributor management and competitor benchmarking.

Lean transformation at an industrial goods company

The organization is an industry leader and engaged us to significantly improve manufacturing operations. The goals included improving quality, costs and delivery performance. We delivered the program through implementation of Toyota Production System

Over a period of 2 + years, the lead time for order to delivery was reduced by 70%. Significant reduction in quality and costs were achieved

Operations transformation at a Japanese Paint Manufacturer in India

This program was led by me as the engagement leader of the consulting firm. Executed over 30 months, the program was focussed on achieving operations transformation at 4 manufacturing facilities. My role involved engaging all stakeholders, diagnosis, leading pilot implementation, designing the overall program plan and leading its execution with a team of 3 consultants.

Results achieved included doubling throughput during the project duration as well as saving nearly USD 4 Mn. The program also succeeded in consistently engaging more than 90% of the employees in the improvement initiatives.

NPD portfolio management in a paint manufacturer:

This program was focused on improving the new product introduction capability of a leading Indo-Japanese paint manufacturer. The program involved establishing a robust NPD portfolio management process and improving the New Product Introduction process.

The project delivered over 30% additional NPD capacity as a result of better screening of NPD pipeline as well significantly improved processes