Defining strategic planning process for Aurolab: consulting assignment

Abstract

The project started with a defined objective from Aurolab- defining a strategic planning process. Aurolab had attempted to engage in a strategic planning exercise in the past but these attempts did not make a head start because of two major reasons: ? Lack of an implementation plan and absence of change management measures. Absence of bandwidth from operational managers and consequent insufficient involvement in the planning exercise by itself The increased intensity of environmental contexts for Aurolab has hit an inflection point where in the top management was convinced that the current attempt should be fruitful unlike the previous instances. To this extent, the model that was devised as under: The entire consulting exercise would be broken down to two parts- the planning part and the implementation part. The students of IIM B would be involved in both the planning and implementation part to ensure that plans do not remain on paper. Students from different programs of IIM B would be involved to ensure continuity of the exercise. The authors of this report were assigned the responsibility of initiating the Planning part of the exercise. Two PGSEM students would take up from where the authors would sign off from the process. Project sponsors from Aurolab were identified and fixed commitment of time was made from senior and middle level management in the company. Aurolab would be the owner of the entire process with IIM B providing support throughout.