In Focus
Sharmila Jugessur
We spoke to our GSI Strategy Director, Sharmila Jugessur, to get more insight into the strategy process and what we can expect in the months ahead...
What is your ultimate goal when it comes to GSI strategy?
I would like to be able to present a strategy that resonates with both our people and our clients. This will be a growth strategy that is aligned to our mission and vision and leverages the breadth of capabilities and resources we have, both across GSI and KBR. The strategy will identify and build on key growth areas for GSI, both short and long-term, enabling everyone to see how they are contributing to the success and growth of GSI.
What is the GSI strategy not?
The GSI strategy will not be a fully developed business plan, it will not provide all the answers. It should also not be confused with our vision and purpose, and it’s safe to say that it will always be evolving. The strategy that we will publish will build on what exists from last year and outline the direction for the business in pursuit of our longer-term objectives. It will provide a framework and a common foundation for the GSI businesses, ensuring alignment on key decisions as we move forward in the GSI journey.
You provided an update to the ILT+ group that met in person earlier this year. What has been happening since then?
Since the ILT+ in Windsor, we’ve been busy progressing different elements of our strategy, from Defence and Nuclear in the UK to Mission Engineering and Sustainability & Energy Transition in Australia as well as AUKUS P1 & P2.
Each of these have required different parts of GSI to come together, and in the case of AUKUS and S&ET Australia, both now labelled as OneKBR initiatives, we’ve brought together teams from across GSUS and STS in the development of our strategy.
The GSI strategy will also be supplemented by individual BU strategies, and the BUs have been equally busy progressing the development of their strategies with their leadership teams.
You’ve just returned from ELT+ where the GSI strategy was discussed. How did that go and what are the next steps?
Our strategy was very well received. The feedback we received included the words authentic, humble and realistic as we presented a strategy that acknowledges where we are now, and the challenges associated with where we want to get to. It was also great to see the acknowledgement from the ELT and ELT+ of GSI as the bridge (or glue) between GSUS and STS, and the value we could add to KBR through OneKBR synergies such as AUKUS, OneKBR Australia and OneKBR Saudi. I am sure that there will be many more areas of synergies for us to build on in the coming months as part of our evolving growth strategy.
For now, the focus is on finalising the GSI Strategy, which will be presented and endorsed by the ELT in Nov.
From there we’ll be sharing an overview of the strategy into the business and will spend time discussing it with people more broadly to strengthen understanding and take on board feedback. This will be a two-way discussion and all thoughts and comments are most welcome.
What are your golden rules for approach strategy development?
Rule number 1: focus, rule number 2: focus, rule number 3: focus!
Strategy is about focus. We can’t be everything to everyone, and we can’t do everything. We have to prioritise to be able to make decisions – and that includes decisions about what we do, what we stop doing and where we invest for growth.
If I had to have a second rule, it would be “plan for implementation”. This is very answering the questions: who, how and what. Who will lead the growth, how - which is about capabilities, resources, and market access, and what will we achieve – metrics will we use to measure success. Without an implementation plan, a strategy is just a pretty PowerPoint slide that no one will ever refer to.
Will you be supporting the work of functional strategy development at a GSI level, and if so when?
Yes, definitely. Our current focus is on the development of the GSI growth strategy, including individual BU strategies. Once these are in good shape, which they very nearly are, we will be in a good position to engage with the functions and look at how their strategies will support the growth strategy mapped out for GSI. I envisage that we will be having conversations about our people, the new capabilities and skills for the future, how we communicate the strategy – both internally and externally, our marketing strategies, HSSE, etc.
You started in this role in February this year, what have been your highlights so far?
My highlight has been the people of KBR. I have met so many people across the GSI businesses in such a short amount of time, and being exposed to the breadth of capabilities and experiences across the GSI businesses has been absolutely amazing. Furthermore, the ELT+ event gave me an appreciation of the broader business with engagements across GSUS, STS and our Corporate functions teams. We should be so proud of who we are, what we do in KBR, and for our clients.
What is one thing that would surprise people about you?
I do not listen to music. I am the person everyone at a party hates – the one that lowers the volume or switches off the music :D … I feel like music is a distracting background noise, and whilst I’ve learnt to tolerate it, I can certainly do without it.