Brand Horizon

Some non-negotiables to manage #Thirdparty #vendor #Tehnologyrisk and #cyberresilience Are there information systems for real-time access to the vendor network? Do vendor contracts permit regular audits? Is there data segmentation among vendors to prevent vulnerabilities with one vendor from affecting other vendors Is a diversification strategy in place should vulnerability arise with one vendor? Are risk management systems under #DORA implemented for financial institutions and vendor companies? #Riskmanagement #Digitaltransformation #Brandmanagement #Governance #Boardsofdirectors

At Brand Horizon, we work with an intrapreneurial spirit. We work closely with client's team members to foster a seamless interaction regardless of employee versus consultant status. This really helps us to walk the talk on Leading the Present, Shaping the Future without disturbing what is working well We really believe in not trying to fix things that are not broken, and this is possible only with insights and interactions from the trenches of every activity in the organization prior to introducing new features and processes, This in a way also helps us to drive ROI for clients. #brandbuilding #digitaltransformation #Sustainabiltiy #governance #Brandhorizon #Culture #intrapreneurialspirit #returnoninvestment

Client expectations from management consulting firms today goes beyond technical expertise . What differentiates the best from the rest are three things One is the ability to immerse oneself completely into the client’s team environment . When a consultant can accomplish this , cross functional perspectives are captured in a candid manner because people feel safe to share feedback openly . The outcomes of the engagement are after all only as good as the quality of information sharing just as in a doctor patient ecosystem The other expectation would be to align with client on deliverables and create trust that their pain points are well understood , interest protected and is in safe hands with the consultant. Finally it is the diverse perspectives that differentiates management consultant from an internal stakeholder and so bringing in new ideas that create tangible value for client is an imperative .

Leading with Values: Protecting Brands I was fortunate to be part of Stanford LEAD Preview: Values-Based Leadership offered by Stanford University Graduate School of Business. The topic "Leading with Values" is essentially a preview to a detailed LEAD course but the preview module itself was rich in content and pedagogy. I found it absolutely insightful and enriching. Leaders are often confronted with situations that demand complex decision-making. When there is a solution that results in a win-win for all stakeholders, leading with values is less complex. The challenge arises when there are more than one value-based decision and either of the decisions would result in conflict of interest between different set of stakeholders. Meaning - when either of the value-based decisions benefits some but hurts few others. Situations also arise for organizations when short term financial gains have to be a trade-off for long-term trust and credibility. While every decision is contextual, what could be a reasonable approach is to ensure that the decisions protect the values that are at the core of the brand's vision and mission. This will help in reinforcing trust of all stakeholders. Thanks Neil Vasant for sharing this clipping with me. Perfect timing when the conceptual learning at the course was still fresh in my mind and I couldn't have related better to this powerful statement by Nike CEO. https://lnkd.in/gpSZtrZU hashtag #leaders #leadership #boardsofdirectors #Values #brandmanagement #corporategovernance

Technology should not be in search of a problem. It is the other way around - This messaging from McKinsey & Company gripped my attention, as it resonated with my own experiences in digital transformation journeys. 5 things I normally keep in mind when it comes to digital transformations: 1. Create a canvas that maps goals to solutions. Technology will be a tool that will implement solution in the most efficient way. Goals could be operational efficiency or a customer experience or a third and fourth unique objective that every organization may have. 2. The importance of creating a digital first culture while investing heavily on technology cannot be over emphasized. Inertia is not uncommon. 3. Identify champions of change. An external consultant can be a good sounding board and a very useful driver of change, but they will only be as good as the internal owners of change. Organizations should ensure internal resources are well equipped with people who can envision the benefits and own the change. 4. Ask if the digital transformation is addressing sustainability initiatives. Even though some organizations don't need it immediately from a regulatory perspective, it is good to factor in capabilities of capturing sustainability metrics more from a societal impact perspective. 5. Last but not the least, most projects do not see the light of the day. Reasons? Sure, there will be day to day priorities such as operational targets that can be distracting and sometimes conflicting, sure there will be times when vendors would have built in caveats that are not so obvious at times that can lead to cost overruns and sure, there will be dilution of zeal along the way when projects hit roadblocks. But these are normal challenges for any change management projects, and one needs to navigate them with resilience. If you are looking for someone who does not claim to be an expert in technology but understands technology well enough to own digital transformation drives through the success, maybe we should have a "Chai pe charcha" to explore if Brand Horizon: Brand Management, Digital transformation and Board Governance can be the X factor in the success of your digital transformation journey. #digitaltransformation #digitalfirst #Sustainability #Brandmanagement #customerexperience #changemanagement #transformationalleadership #technology https://lnkd.in/gqv3eDuN

While the growth in Indian service sector has indeed been phenomenal over the last few years, manufacturing as a sector, I believe, would have to accelerate as it has tremendous potential to make a positive impact in economic growth. There are of course, several welcome initiatives in Infra and EV space in this budget. And PLI as well. Manufacturing does have immense potential to generate mass employment which is the need of the hour. Manufacturing spurs economic activity in supply chain function as well leading to Employment , GDP growth Finally, unlike a decade ago when manufacturing was heavily human dependent, today there are lot of Industry 4.0 opportunities such as Industrial Internet of things, Digital twins, additive manufacturing etc. where the potential is hugely untapped. Effective use of technology in manufacturing creates economic activity also in service sector such as IT and ITES. Global uncertainty can then become an opportunity for Indian manufacturing sector in making the space attractive for investors - both domestic and foreign institutions. #manufacturing #brandmanagement #corporategovernance #BrandHorizon #AshaSampath

Throw back. Opinion piece published in Hindu Business Line - Continues to hold relevance, in fact more today #BrandManagement and #digitaltransformation are today an imperative for MSMEs to leverage on and unleash full potential #B2bManufacturing Connect on +91-9900584095 to get a walk through on how #BrandHorizon can support your initiatives https://lnkd.in/drP2WCE