Major Russian venture capital fund
Development of a system of objectives and KPIs
Client situation
- After the fund was established and a general development strategy was developed, it became necessary to form a system of goals and KPIs and cascade it to the level of directors and department heads, which was complicated by the absence of relevant institutions in the country and the need to study best practices
Approach
- Analysis of international experience in terms of target systems and KPIs for venture funds
- Development of a two-level target and KPI system: long-term (for the period up to 2020) and short-term (for the creation and filling of infrastructure)
- Development of a KPI system for individual managers based on the fund’s KPIs, specifying the weights of indicators and calculation methods"
1
KPI
A system of objectives and KPIs for the fund was developed up to the DG-2 level, taking into account best international practices
2
KPI
A system of KPIs was developed for individual managers
3
System
The proposed systems of objectives and KPIs were approved by management
State Corporation “Deposit Insurance Agency”
Enhancing operational efficiency
Client situation
- With the growth in the scale of operations and the tightening of regulatory requirements, there was an urgent need for structural changes and reengineering of current business processes. This led to the task of transitioning to process and project management in order to improve operational efficiency and the company’s customer focus
Approach
- Development of methodological documents for project and process management, reengineering instructions, methods for calculating the cost and KPI of business processes
- Description of business processes, analysis and development of reengineering proposals, creation of target business processes
- Piloting and implementation of target business processes, including replication, development of regulatory documents, structural changes, and staff training
1
Business processes
70 current business processes from the ‘long list’ and 10 target business processes from the ‘short list’ were modeled
2
Comprehensive
Comprehensive support for the transition to process and project management was implemented
3
Quantitative effect
A quantitative effect of more than RUB 600 million was achieved for business processes in the form of a reduction in the cost of business processes and more than RUB 10 bln in the form of an increase in the level of replenishment of the bankruptcy estate of liquidated financial organizations
New Internet B2B bank
Development of a business model for a bank
Client situation
- The consultants were assigned the task of developing a business model for a new Internet bank in the B2B sector
Approach
- Analysis of the Russian market and international experience
- Conducting a series of meetings with global industry leaders in the US
- Developing and describing business model options with a description of market segmentation and calculation of a financial model
- Conducting interviews with potential clients
1
Financial model
A financial model was generated to evaluate three business model options
2
Target business
A target business model was selected based on global best practices
3
Target business
The target business model was detailed
Multilateral Development Bank
Formulation of a development strategy for the bank
Client situation
- In connection with the end of the previous strategic period, as well as changes in the external environment, the Chairman of the Board decided that it was necessary to design a new development strategy for the organization for the next five-year period
Approach
- Independent diagnosis of the bank’s current state and performance results
- Analysis of the competitive environment in terms of priorities, instruments, and performance results of other multilateral and national development banks
- Development of 5 strategic alternatives for development and approval of the overall concept at a strategic session with the participation of top management
- Formulation of a draft strategy, including updated operational, product, and organizational models, methodologies, and country strategy projects
1
Draft
A draft strategy for the next five-year period was developed with a detailed action plan
2
Financial model
A financial model was prepared to forecast and track key financial indicators
3
Strategies
Four country strategies were developed to localize the bank’s overall strategy for each participating country