Testimonials

Vector Consulting Group is an 18-year-old homegrown Indian management consulting company. They offer unique solutions to chronic and ‘wicked’ problems in areas of supply chain, operations, sales &amp; distribution, R&amp;D, NPD, retail, and CAPEX projects. With their unique engagement model – the ‘skin-in-the-game’ model, they work with the client to implement the solution and link a part of our remuneration to the results that we deliver for our clients. With a team of 200+ consultants, they have implemented 300+ assignments for clients across India, Africa, the Middle East and Southeast Asia.&nbsp; Across these 300+ projects, they have delivered significant results for their clients. Some of their past clients are L&amp;T, Tata Motors CV, Ashok Leyland, International Tractors, Royal Enfield, Bajaj Electricals, Godrej group, Ajanta Pharma, Lupin Labs, Trent, Raymonds, Arvind Fashion, Blackberrys, Pratibha Syntex, and more.They have a strategic tie-up with TIS Inc., a $4.00 Bn Japanese company. Last year, they opened offices in Indonesia and the US.

About The Author

Vector Consulting Group is an 18-year-old homegrown Indian management consulting company. They offer unique solutions to chronic and ‘wicked’ problems in areas of supply chain, operations, sales &amp; distribution, R&amp;D, NPD, retail, and CAPEX projects. With their unique engagement model – the ‘skin-in-the-game’ model, they work with the client to implement the solution and link a part of our remuneration to the results that we deliver for our clients. With a team of 200+ consultants, they have implemented 300+ assignments for clients across India, Africa, the Middle East and Southeast Asia.&nbsp; Across these 300+ projects, they have delivered significant results for their clients. Some of their past clients are L&amp;T, Tata Motors CV, Ashok Leyland, International Tractors, Royal Enfield, Bajaj Electricals, Godrej group, Ajanta Pharma, Lupin Labs, Trent, Raymonds, Arvind Fashion, Blackberrys, Pratibha Syntex, and more.They have a strategic tie-up with TIS Inc., a $4.00 Bn Japanese company. Last year, they opened offices in Indonesia and the US.

From chaos to harmony in the auto industry

Publications

Preview Chapters

The book delves deep into the chronic problems faced by almost all companies in the Indian automotive industry. It closely examines and challenges the fundamental assumptions that have held firm since time immemorial and guided the management of these companies in procurement, operations, distribution and sales. The book is also a commentary on the state of the much haloed improvement techniques being employed by companies for decades—large and small alike—with little improvement to show for the humungous effort being put in. What it presents is the only practical way to improving the state of affairs of such companies—which is extremely powerful because it is very simple. Presented as a story of two key managers of a company, the narrative follows their personal and professional struggles as they deal with conflicts and contradictions that life throws at them and try to surmount their problems. Do they redeem themselves?

Apparent in Hindsight

Second Edition

The book delves deep into the chronic problems faced by almost all companies in the Indian automotive industry. It closely examines and challenges the fundamental assumptions that have held firm since time immemorial and guided the management of these companies in procurement, operations, distribution and sales. The book is also a commentary on the state of the much haloed improvement techniques being employed by companies for decades—large and small alike—with little improvement to show for the humungous effort being put in. What it presents is the only practical way to improving the state of affairs of such companies—which is extremely powerful because it is very simple. Presented as a story of two key managers of a company, the narrative follows their personal and professional struggles as they deal with conflicts and contradictions that life throws at them and try to surmount their problems. Do they redeem themselves?

Read reviews

Apparent in Hindsight, the book, uses the Theory Of Constraints framework to delve deep into the chronic problems faced by almost all companies in the Indian automotive industry.

Read reviews on the 1st edition

Apparent in Hindsight, the book, uses the Theory Of Constraints framework to delve deep into the chronic problems faced by almost all companies in the Indian automotive industry.

<h4>By Vinod K Dasari</h4>I found this business novel to be an engaging read for two reasons. Firstly, I could easily relate to the setting of the story, i.e. the automotive industry. The authors present issues and facets of an auto components company in a way that leaves you feeling as if they were present in some of your meetings. Secondly, the style of storytelling is such that the reader is led step by step—through a series of disagreements, missteps, unexpected inspirations, and lightbulb moments—towards the logic of the solution for some of the chronic issues faced by the auto companies.However, I should also mention that while the logic is compelling and simple, and the benefits to be reaped bountiful, the implementation is challenging. That said, the book offers an insight into the functioning of auto companies, and is a must-read for anyone aiming for operational excellence in the auto industry.&nbsp;What’s more, the narrative of the book can also be enjoyed by a manager in the sales, distribution, or production departments of most businesses, as neither the problems, nor the solutions are necessarily unique to the automotive industry. They are bound to be present in almost every organization that sells their products through channel partners.Vinod K. Dasari has served as the CEO of Royal Enfield, Managing Director and CEO at Ashok Leyland, Joint Managing Director at Cummins India and President (Rail) at the Timken Company. He has completed his MBA from the Kellogg School of Management.

Foreword

<h4>By Vinod K Dasari</h4>I found this business novel to be an engaging read for two reasons. Firstly, I could easily relate to the setting of the story, i.e. the automotive industry. The authors present issues and facets of an auto components company in a way that leaves you feeling as if they were present in some of your meetings. Secondly, the style of storytelling is such that the reader is led step by step—through a series of disagreements, missteps, unexpected inspirations, and lightbulb moments—towards the logic of the solution for some of the chronic issues faced by the auto companies.However, I should also mention that while the logic is compelling and simple, and the benefits to be reaped bountiful, the implementation is challenging. That said, the book offers an insight into the functioning of auto companies, and is a must-read for anyone aiming for operational excellence in the auto industry.&nbsp;What’s more, the narrative of the book can also be enjoyed by a manager in the sales, distribution, or production departments of most businesses, as neither the problems, nor the solutions are necessarily unique to the automotive industry. They are bound to be present in almost every organization that sells their products through channel partners.Vinod K. Dasari has served as the CEO of Royal Enfield, Managing Director and CEO at Ashok Leyland, Joint Managing Director at Cummins India and President (Rail) at the Timken Company. He has completed his MBA from the Kellogg School of Management.

Discover "Apparent in Hindsight," a business book by Vector Consulting Group that explores chronic challenges in the Indian automotive industry using Theory of Constraints. Learn practical solutions for operational excellence in procurement, operations, distribution, and sales.

Let's Empower Growth