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How is citius tech I am about to join there?
Hey Sharks, I joined in verizon india last april, i got moved to new project at july end. I have 2.5 years of experience in java,springboot, Micrservices architecture. But in my new team deployed in a support project. Feeling depressed and frustrated. asked manager 2 times to change my responsibility. But he's accepting in call but not doing what he is promised. Please suggest what can i do here. Does droppeing paper is a good solution? Please suggest. Thanks in advance.Verizon
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Additional Posts in M&A - Mergers and Acquisitions Professionals
Anyone on pros and cons of A&M PEPI group?
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OP your ask is symptomatic of how poorly ODD is coached in consulting 😁. I've been at three consulting shops now and they're all equally horrible at training folks to do ODD
Very long response warning:
The O in ODD is operations, so you can have a client mandate to look at literally anything under the hood that's "operational". The scope is incredibly broad and it is also highly industry specific as things can range from supply chain, distribution networks, sourcing practices, fulfillment, a whole array of back office things, financial operations, etc. Each industry can care about VERY different operational things.
You're looking for these things mainly to: size operational risk, cost to fix the risk, synergies - this is super deal thesis dependent, and a deeper dive into current state if the client is paying for it and the seller is playing nicely about deeper diligence. Each ODDs scope can vary quite a lot.
I do tech focused ODDs so apologies if my non tech example suck:
You're carving a manufacturing business unit froma conglomerate for a PE. The investment team wants to understand the sourcing, PLM, distribution practices of the company and how much $$ it'll cost to get them running standalone. There's also an EHS component to understand the cost to get the Targrt to compliance
Sub-ODD workstream could be HR. HR finds out there are historical issues, disputes and litigations, with the unionized workforce. Based on other precedents, they try to size the labor risk, including churn, legal risk from historic/current/pending claims, and financial based on the two former things. The clients would typically like to see recommendations on mitigation measures as well.
Other example...
In tech for software companies, the biggest time spent is looking at the customer journey and how it flows through operationally. Marketing tech stack to get customer leads, customer intake process, e-commerce and self service workflows if those exist, geo based sales or VAT tax collection, payments, handling of customer data, product fulfillment - software licensing practices, how pricing/packaging/configurations/discounts is operationally handled, renewal operations, then how all of that flows into order to cash systems and accounting processes. Other peripheral things dependent on the company could be presales and product demoing, customer support and issue resolution, and professional services operations
Basically a cost review to determine the true cost to operate a business in a variety of forms (short-term, by x date, in the optimal state).
Corporate allocations are usually accounting acrobatics at best. I’ve seen it mostly focus on shared-function/back office support to calculate the expected opex
I am trying to pivot from finance transformation to Strategy & Transactions that focuses on M&A and value creation. Would it be beneficial to get certified in lean six sigma?
Thanks, is there any source you recommend that I look at to learn more about it?
Thank you both for the great insights!