Contrary to the divisional, functional, matrix and hybrid structures of the brick and mortar era, we see spontaneous autonomous structures evolving in organisations, where nature of output can be identified, monitored, measured and rewarded at individual or small group levels. Rigid structures of the past derived from the inability to parse larger organisational inputs / outputs and associate them to smaller defined groups to align efforts and rewards. Such an evolution is also due to individual needs for autonomy, growth and discovery. This is reflected in knowledge organisations allowing associates to come up with new ideas, choose their teams, work without supervision and encourage intra entrepreneurial initiatives to cater to growth, autonomy and innovation needs. Emergence of crowd funding is also a pointer to this trend
Global credit and investment rating agencies periodically release veiled threat of downgrades on credit rating and investment climate, to perennially keep the situation under check, for investors. Ease of doing business refers to the ease with which potential businesses are able to get through various approvals, papers processed, predictability and consistency of tax laws, quality and delivery efficacy of physical, social and institutional infrastructural services critical to businesses.
Being preoccupied with ease of doing business what is lost sight of is the Ease of Living, the superset of ease of doing business, which subsumes ease of doing business. Ease of living is the perception based on day to day experience of average citizens; the travails one undergoes while fulfilling needs of a normal day to day life. These include access to various basic civic / municipal services, safety, grievance redressal, predictability, reliability of institutional support system (police, judiciary, urban local bodies, neighbourhood experience).
Lack of attention to Ease of Living (even the phrase has not been coined yet?) could be due to global institutions such as the World Bank, IMF and the UN not yet started talking about it (not in their dictionary); preoccupied with Millennium Development Goals (MDGs), Human Development Index (HDI), Air Quality Index and so on, which has to fade or go out of fashion, for new terms like ELI to surface.
This is a real life investment feasibility analysis for setting up multi-locational training centres for loan recovery agents. The model is self – driven by a set of exhaustive predefined assumptions that can be varied to study the sensitivity of the feasibility outcome under various conditions in isolation and combination. This model was used for taking investment decision for training business
Consultant: will borrow your watch to tell the time and walk away with the watch! uncharitable description?
Opportunity in sunny and rainy times: exploit latent opportunities, problem solving, avert an impending decline, uncover emerging threats and latent opportunities
Bring to surface latent opportunity through external and internal data analysis, bold interpretation to unlock hidden value
Results in terms of tangible value unleashed; strategic intervention leading to a positive domino effect
Client commitment to implement recommendations holistically determines impact, laws of integration and indivisibility come into play
Typical assignments: Diagnostic, strategy, impact evaluation, analysis and appraisal, organisation structuring, market research, business plans, process reengineering, performance evaluation & improvement, information systems,corporate and strategic planning, financial planning, investment feasibility and advisory services, bid evaluation and negotiations, socioeconomic surveys, other tailor made assistances
Clients could be
Regulatory / Infrastructure service agencies
International / bilateral funding agencies (DFI, IFI, MFA, BFA, IDAs,..)
Overseas / domestic investors
Exciting profession: travel, exploring and experimenting, networking, learning, earning….