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Strategy Challenges & Execution Opportunities

Key  Modules

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Enterprise Anatomy

Less is More

How to manage growing complexity, maintenance overheads, technology obsolescence, time to market for Digital Enterprise

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Digital Transformation

Ad-hoc vs Architecture

How to create Digital Enterprise Anatomy models by creating "well integrated, models of models"

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CEO Problem Solving

Diagnosis & Solution

How to create Enterprise X-rays for faster and reliable decision making

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Hands-on

Case studies 

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Case studies covering across 18 different industries

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1. Faster
Execution

 

How to define business strategy for better and faster execution and success in Manufacturing

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2. Strategy
Variations

 

How to analyze enterprise building blocks or creating multiple strategies to address opportunities in Finance

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3. Better
Decision, Faster Decisions

 

How does a CEO create multiple solutions for "Customer Convenience" or "Near Term Growth" using Enterprise Architecture in Telecom

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John Zachman, Inventor of Enterprise Architecture

Architecture enable you to accommodate complexity and change. If you don't have Enterprise Architecture, your enterprise is not going to be viable in a increasingly complex and changing external environment.

John Zachman, Inventor of Enterprise Architecture

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Best Practices From Top Rated Digital Projects.

Digital & Enterprise Strategy from global winners

 

  • Cathay Pacific Airways, Hong Kong

  • Philips, Netherlands

  • Ontario Treasury Board Secretariat

  • Tata SIA Airlines

  • TVS Credit Services

  • ICICI Bank

  • Al Yaum for Media, Saudi Arabia

  • L’Oreal Asia Pacific

  • Coca-Cola European Partners

  • Economical MutuaInsurance Company Canada

  • Future Generali India Life Insurance

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Industry focus

 

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Innovation,

Automation, 

change

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Consumer Goods

Modernize Consumer Experience by offering a seamless Omni-channel & real-time access to consumers’ profile, loyalty program, membership status and historical transactional and non-transactional (digital) interactions.

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Transport

How to manage existing systems that are characterised by differing states of technical currency, a large amount of technical debt, complexity and tightly coupled integration, with complex and high-cost operational support and change management.

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Healthcare

Managing various external and internal factors (such as tighter regulatory scrutiny of costs, Choice, Critical Infrastructure licence requirements to ensure standardization of processes and common Governance Frameworks for Data, Integration, Mobility, Reporting

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Logistics

Implementing one of the largest transformation portfolios in the Supply Chain industry globally to deliver against cost targets. To baseline the IT landscape, reduce costs, support growth, improve outcomes/experiences for customers and build the right capabilities for today

WHO SHOULD ATTEND

BUSINESS STRATEGY FUNCTION
 

CEO

COO

Chief Strategist

Digital Strategist

Product Head

Business Heads

Revenue Heads

DEPARTMENT HEADS

 

Department Heads
(Strategy, Product, Engineering, Sales

& Marketing, Quality, Distribution, Support,

R&D, IT etc.)

PROJECT / PROGRAM MANAGEMENT FUNCTION

Program Director

Program Heads

Project Directors

Process heads

Project Managers

POLICY
MAKERS


 

Industry Policy Makers
Digital Economists

Government Agencies
Trend Setters

Business
Owners

 

Owners of Privately Owned Business

 

Owners of Publicly Owned

Business 

Entrepreneurs

Start-up Heads

WHAT LEADERS ARE SAYING

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A MUST if you want to ACCELERATE Digital Transformation (project over $5 million) and resolve digital strategy or execution problems

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Gain undue advantage with skills and INSIGHT which are missing in over 500 Strategy Frameworks

Senior Businessman

If you are part of a select group, chosen for difficult and challenging projects, go beyond your gut feel, go deeper into Enterprise Anatomy, Digital Enterprise, highly recommended

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