I have worked in various sectors (auto, pharma, medical devices, telecom, CPG) and exposed to multi-faceted business problems including but not limited to global strategy definition, cost transformation, innovation process – design-develop-deploy, quality management, etc.
I am a fast learner on any topic and lead into ‘so-what’ definition quickly.
Problem Solving & Critical Thinking
Problem solving & Critical Thinking is a timeless skill which is acquired with experience and honed only with magnitude of complexity. In my experience this is a persistent challenge for businesses and leaders to define the right problem and thus drive focus.
Initial Hypothesis: Current state understanding through interviews, empirical observations, high-level analysis
Test / Confirm Hypothesis: open-ended enquiry, data & information capture, semblance of gaps and opportunities
Problem Definition: clear understanding of problem statement, lock down ‘size of prize’ based on gaps and opportunities
Define workstreams / projects: identify solutions through brainstorming, workshops, crowd-ideation, prioritization based on ease & impact, sign-off on top 3/5/10 list
Action Plan and Roll-out: high-level tasks, owners, timelines, dependencies for roll-out
Stakeholder Management
As I grew up the ladder of responsibility, stakeholder management became more and more vital. I sincerely enjoy tethering all key stakeholders towards common ‘go-after’ objectives and plans behind. I learnt that a complex program is so much more fun with aligned stakeholders and a minor project can be unbearable if stakeholders are not invested in it.
Identify & Understand: List key stakeholders, why-why intersection, decision hierarchy
Key Principles: Business first, fact-based, scenarios, risks & trade-offs
Engagement Model: involvement, roles & expectations, communication plan& cadence
Issues & Decisions: helping teams unstuck, key decisions on investments, resources, keep or kill
Continuous Adaptation: fine-tune ways of working, reduce inefficiency, building program habits
Program Management
Program management is futile if it does not get coupled with problem solving, critical thinking and stakeholder management. In my experience, large businesses run in silos or at a maximum of one step left and one step right. Program management office must have the ability to go between zoom-in (1 foot high) and zoom-out (50k feet high) to have an action-packed delivery in the context to deliver a big picture
Program Objectives: scope, targets, resources, budgets
Program Plan: task, owners, dependencies
Critical Path: detailed understanding of critical path, milestones, risks
Program deliverables: workstreams, knowledge repository, knowledge transfer
Program Governance: tiered-governance, stakeholders & engagement cadence, deploy RAID (risks, actions, information, decisions)
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Read About The Projects I have worked on