Case Study

Case Study

Astrid Malval-Beharry shares a case study on building a disruptive smart home solution for an InsurTech startup. 

Situation

An InsurTech startup approached StratMaven for assistance with a monetization strategy for their smart-home solution. The company wanted to understand whether insurance carriers were interested in subsidizing the cost of the solution, as part of their overall objectives of improving the policyholder experience, preventing claims, and reducing overall costs.  

Analysis

StratMaven conducted in-depth interviews with carriers and surveyed policyholders to test the product concept and perceived value(s). We found that all carrier segments (large, medium, small by homeowners insurance premium size) had strong interest in the solution, but required additional data supporting the solution’s ability to prevent catastrophic damages. Additionally, carriers were interested in receiving a concrete translation of the savings potential resulting from these specific performance metrics. Finally, StratMaven discovered that while respondents clearly saw the value of the solution at a conceptual level, there was some operational uncertainty with device installation and monitoring that could be addressed using a well-crafted pilot program. 

Results Achieved

StratMaven helped our client formulate a roadmap to bring the solution to market by providing a better understanding of each carrier segment’s willingness to pay for the solution as well as which features should be emphasized when marketing the product. By validating the company’s hypotheses with key market stakeholders, StratMaven helped our client protect its first-to-market competitive advantage, while providing the insights needed to allow them to confidently move forward with their product development plan.

 

Access the case study, Building a Disruptive Smart Home Solution, on Stratmaven.com.

 

 

Priyanka Ghosh shares a case study on the strategic alignment of leadership teams.

SITUATION

In the course of driving a growth program for a family-owned European industrial manufacturer, it quickly became clear that the dysfunctional leadership team was a bottleneck to progress. Although the team was composed of capable individuals with impressive track records, the ten team members were unable to agree on a coherent strategy and continued to revisit the same issues. The various departments seemed poorly informed about business activities outside their siloes and they were particularly confused about how cross-functional decisions should be made. Gonzalo, the CEO, found himself in constantly firefighting to solve operational issues and placate disgruntled workers. Gonzalo approached ProMelior to bring order and efficiency to the leadership team before the growth program could go ahead.

DIAGNOSTIC

ProMelior began by building a fact-base on how the leadership team was interacting. We explored three key questions:

How often did the team meet and what was the nature of the interaction?

The team was spread across several geographies and rarely met in person as a full group. In the scheduled twice-monthly meetings, there was frequently more than 30% absenteeism, even among phone participants. When the meetings did occur, they were mostly used to resolve operational issues that involved 2-3 groups but which were irrelevant to the majority of participants.

How were key decisions being made?

Important commercial decisions were usually made by Gonzalo, the CFO, and the Head of the largest Business Unit in ad hoc meetings that Gonzalo would typically convene. Decisions regarding operations, HR policies and other functional matters were usually made by the CEO and the relevant functional leader. Once decisions were made, they were rarely communicated in a structured manner across the leadership team, let alone across the organization.

How was strategy developed?

Most of the leadership team believed the company had no strategy. They understood a clear imperative from the top to growing existing revenues streams to achieve aggressive annual targets. However, there was no common understanding about how the organization was going to achieve these targets.

 

Access the case study, Strategic Alignment of Leadership Teams, on Promelier.co.uk. 

 

 

Priyanka Ghosh shares a case study for services provided to a family-owned European industrial manufacturer that was struggling with leadership issues. 

In the course of driving a growth program for a family-owned European industrial manufacturer, it quickly became clear that the dysfunctional leadership team was a bottleneck to progress. Although the team was composed of capable individuals with impressive track records, the ten team members were unable to agree on a coherent strategy and continued to revisit the same issues. The various departments seemed poorly informed about business activities outside their silos and they were particularly confused about how cross-functional decisions should be made. Gonzalo, the CEO, found himself in constantly firefighting to solve operational issues and placate disgruntled workers. Gonzalo approached ProMelior to bring order and efficiency to the leadership team before the growth program could go ahead.

 

Points covered in this article include:

  • The situation
  • The diagnostic
  • The solution

 

Access the case study, Strategic Alignment of Leadership Teams, on the Promelior website.

 

Umbrex is pleased to welcome Deepak Batra.  Deepak was at Bain for 6 years, predominantly based out of India working on global projects, and had an opportunity to work out Amsterdam and Boston. While his work was sector agnostic, Deepak specialized “functionally” in Private Equity due diligence.

Post his consulting stint, Deepak worked with OLX, India’s leading online classified platform (Craigslist counterpart) in several roles ranging from Analytics, Strategy to General Management.

He is based out of New Delhi, India, working as an independent consultant. Deepak would love to collaborate on commercial due diligence, customer analytics, NPS and projects in digital businesses.

Umbrex is pleased to welcome Eric Hiller to our community.  Eric is the managing partner of Hiller Associates, the leading consulting firm specializing in product cost management (PCM), should-cost, design-to-value and software product management.

He is a former McKinsey & Company engagement manager and operations expert. Before McKinsey, Mr. Hiller was the co-founder and founding CEO of two high technology start-ups: aPriori (a PCM software platform) and TADA.today. Before aPriori & TADA, he worked in product development and manufacturing at Ford Motor Co., John Deere, and Procter & Gamble.

Mr. Hiller is the author of the PCM blog www.ProductProfitAndRisk.com. He holds an MBA from the Harvard Business School and a master’s and bachelor’s degree in mechanical engineering from the University of Illinois Urbana-Champaign.