Business model, product definition and go-to-market strategy
business value alignment (TM)
linking strategy | organization | execution
"When Strategy and Technology Collide, Markets Are Made"
NEWS
Boston, MA - Obvious Ideas International LLC's consulting book of business and associated intellectual property have been sold effective October 15 2010. As of this date, Obvious Ideas International LLC ceases to operate as a boutique strategy consulting practice.
"It was a great ride in helping executives achieve business value by linking strategy, organization and execution with an innovation and market focus," said Sainath Nagarajan, co-founder of the practice. "The principals have decided to pursue other professional interests in order to apply their passion and skills at scale."
October 15, 2010
AS THE PRINCIPALS MOVE ON TO OTHER ADVENTURES, HERE IS A TRIP DOWN MEMORY LANE. Thank you!
Global e-Learning Company- CEO engagement to diversify business and expand revenue stream.
Leading Interactive Agency - CEO engagement to design new product-based diversification opportunity.
Global Product Engineering Company - Pricing strategy and service differentiation strategy for $3B Healthcare CIO client.
Global Product Engineering Company - Sales strategy for multi-million dollar transformation proposal.
Asian Investment Bank - CEO engagement to expand cross-border deal flow through business technology capabilities.
Asian Investment Bank - CEO engagement to launch a multi-million dollar Private Equity fund with a focus on growth sectors.
Transportation Company - CEO engagement to define business model, pricing and go-to-market strategy.
Cloud Computing Startup - CEO engagement to define business model and product positioning.
Gaming Startup - Founder engagement to define business model and product differentiation.
A venture co-creation approach to ensure successful partnership and results.
(C) Copyright, 2001 - 2010, All Rights Reserved, Obvious Ideas International LLC
Business Value Alignment is a registered trademark
Founded by a Kellogg School of Management EMP'er