KarkiAssociates' proposition is based on the leading-edge research, nuanced understanding of the Indian context and the tried & tested strategising constructs and methods.
An entity, whether corporate or non-corporate, need distinctive strategy for superior and sustainable performance. The strategy is separate from the operational, in the time horizon, the whats of considerations and components, and the hows of evolving one and getting it right. It is also here and now, by being unique to an entity and at a point of time.
The premise of strategy being the 'fit' or alignment of an entity with its operating environment, has been extensively researched and advanced over the last five decades. Dr. Rajnish Karki has explored the phenomenon since early-1990s, especially its application to practice or the real-life entities. There are three significant conclusions –
Strategy is a ‘core logic’ for the desired future state, having well-chosen elements that are in an organism or gestalt-like fit;
The strategy should define and be delineated in the design of an entity’s business, organisation and leadership components or the “strategic configuration”, to be viable and effective; and,
The changes in operating environment or internal ones, such as increase in size, shift in stakeholder expectations; necessitate periodic assessment, either to undertake definitive initiatives for retaining momentum or to shift to a new strategy and transform the configuration altogether.
KarkiAssociates is not only pushing the frontiers of global disciplinary research, for instance the breakthrough construct “strategic configuration”, but also has about the largest repository of experience in application of the conclusions to real-life entities. In addition, recognising the role of boards in creating and safeguarding value and in setting strategic direction, the leadership component is expanded to encompass the governance composition, processes and orientation.
The premise of strategy being the 'fit' or alignment of an entity with its operating environment, has been extensively researched and advanced over the last five decades. Dr. Rajnish Karki has explored the phenomenon since early-1990s, especially its application to practice or the real-life entities. There are three significant conclusions –
Strategy is a ‘core logic’ for the desired future state, having well-chosen elements that are in an organism or gestalt-like fit;
The strategy should define and be delineated in the design of an entity’s business, organisation and leadership components or the “strategic configuration”, to be viable and effective; and,
The changes in operating environment or internal ones, such as increase in size, shift in stakeholder expectations; necessitate periodic assessment, either to undertake definitive initiatives for retaining momentum or to shift to a new strategy and transform the configuration altogether.
KarkiAssociates is not only pushing the frontiers of global disciplinary research, for instance the breakthrough construct “strategic configuration”, but also has about the largest repository of experience in application of the conclusions to real-life entities. In addition, recognising the role of boards in creating and safeguarding value and in setting strategic direction, the leadership component is expanded to encompass the governance composition, processes and orientation.
Therefore, the KarkiAssociates’ proposition is operationalised in a variety of ways and no two situations are identical. Some of the forms, by way of illustration, are:
Strategy Workshop A brief engagement to develop a shared understanding among the top management of existing strategic configuration. The questions raised and the discussion and inputs, open avenues for possible improvements and initiatives.
Strategic Audit/Stocktaking
A thorough external assessment of the extant strategic configuration, preferably done periodically i.e. once a year or two. It identifies the performance gaps vis-à-vis potential and the improvement areas along business, organisation and leadership components.
Strategising the Configuration Is the extant strategic configuration optimal? The intense exploration lays out the alternate strategy options, followed by the extensive dialogue leading to a choice, and the fleshing-out of whats and hows of the appropriate or “next” configuration.
Realising the Next Configuration
Making the quantum leap happen, from the existing to the desired strategic configuration. This involves business and organisational transformation, with overall guidance and support and the accountability for some key timelines and results.
Strategic Initiatives Dashboard A thorough and integrated approach to launch, monitor, course-correct the high-performance initiatives, and until the realisation of results. They strengthen the extant strategic configuration. Shared or direct accountability for the results and handover processes thereupon.
Nonetheless, every situation is taken as unique and the specific questions, methods and schedules are defined prior to an engagement. Each engagement is led by Dr. Rajnish Karki, who is singularly accountable for the outcomes and the process. A support team, comprising of few industry and functional domain experts and the select client-side members, is often formed. The depth and width of support team and the degree of involvement of individual resource persons are optimised for the resource adequacy as well as efficiency.
Strategy Workshop A brief engagement to develop a shared understanding among the top management of existing strategic configuration. The questions raised and the discussion and inputs, open avenues for possible improvements and initiatives.
Strategic Audit/Stocktaking
A thorough external assessment of the extant strategic configuration, preferably done periodically i.e. once a year or two. It identifies the performance gaps vis-à-vis potential and the improvement areas along business, organisation and leadership components.
Strategising the Configuration Is the extant strategic configuration optimal? The intense exploration lays out the alternate strategy options, followed by the extensive dialogue leading to a choice, and the fleshing-out of whats and hows of the appropriate or “next” configuration.
Realising the Next Configuration
Making the quantum leap happen, from the existing to the desired strategic configuration. This involves business and organisational transformation, with overall guidance and support and the accountability for some key timelines and results.
Strategic Initiatives Dashboard A thorough and integrated approach to launch, monitor, course-correct the high-performance initiatives, and until the realisation of results. They strengthen the extant strategic configuration. Shared or direct accountability for the results and handover processes thereupon.
Nonetheless, every situation is taken as unique and the specific questions, methods and schedules are defined prior to an engagement. Each engagement is led by Dr. Rajnish Karki, who is singularly accountable for the outcomes and the process. A support team, comprising of few industry and functional domain experts and the select client-side members, is often formed. The depth and width of support team and the degree of involvement of individual resource persons are optimised for the resource adequacy as well as efficiency.