Husk OST Template 2024

Vision – Create an Ai powered PLATFORM to deliver value added sustainable

products and services to rural and peri urban customers in Global South and unleash
customer lifetime value for generations (loosely worded at this point).

Critical Success Factors (CSF) – the CSFs translate the aspirational language of
the vision into something more concrete that you can act on. In other words, “Do
these things and we will succeed in achieving our vision”. If we have done a deep dive
thinking, these CSFs have a shelf life of 5-10 years. As a practice at Husk, we do review
these each year to make sure that we are not missing out anything and with time
some of the CSFs may not be critical enough and may be dropped and/or modified.

1. Sales-Growth-Profitability – added to focus on 150% CAGR and move beyond

incremental thinking at Husk
2. Organizational Capacity – people and processes, the MOST important thing
alongside funding
3. Technology IP – the only path to getting us to an IPO
4. Customer Lifetime Value – a new paradigm needed to meet our Vision
5. Quality Management and Operational Excellence
6. Marketing and Branding – GTM and brand equity are a MUST to succeed
7. Capital – it is always a bottleneck when the target is 150% CAGR
8. Partnerships – cant boil the ocean, need strong strategic partners for leverage
9. Africa – the future of minigrids expansion and impact on people
10. Resiliency/Anti fragility – with climate change and almost constant macro
economic and geo political shocks, this is key to our success

Note – PURPLE highlighted words/phrases new things added in 2024.

Algorithm to build Objectives – 2024

The Objectives should be derived with the help of the CSFs and embody what you will
do in the current year (2024). In addition, we need to take a medium term view with
an eye on CY 2026. This is to build capacity and capabilities today to be able to
succeed in 2026 and onwards. These are some of the long term bets that may include
R&D, pilots, etc that we need to work on today. Imagine what all we need to have built
to exceed a $100 Million revenue in CY 2026, which is a minimum for Husk to go for an
IPO in 2027.

For some business units and functions, there may be unique goals that don’t directly
tie to a CSF. That is okay. But these would eventually bubble up to the CSFs.
Another approach to developing the objectives is to envision what success looks like
at the end of 2024 in your department. What are the 6-10 statements that describe
that success? They must be SMART - most importantly Specific, Measurable, and with
a Time commitment.

Do not get into strategies yet. Get very clear on the objectives. This could take a while.
Again, look to the CSFs above for guidance. Your objectives will typically support one
or more of the CSFs.

● Objective 1
● Objective 2
● Objective 3
● Objective 4
● Objective 5
● etc.

OSTs
Once you have a clear set of objectives, list each one and outline the strategies and
tactics to make that objective a reality. You do not need to list the tactics at this
point, but if it is helpful to clarify the strategy that is fine. The tactics are eventually
needed to drive the budget, but not to get approval of the strategies. It is often smart
to get approval of the Objectives and Strategies first, before going through the trouble
to do manpower loading and budgets.

Objective 1
Strategy 1
Tactic 1
Tactic 2
Tactic 3
Strategy 2
Tactic 1
Tactic 2
Tactic 3
Strategy 3
Tactic 1
Tactic 2
Tactic 3
Strategy 4
Tactic 1
Tactic 2
Tactic 3

Objective 2
Strategy 1
Tactic 1
 Tactic 2
Tactic 3
Strategy 2
Tactic 1
Tactic 2
Tactic 3
Strategy 3
Tactic 1
Tactic 2
Tactic 3

Objective 3
Strategy 1
Tactic 1
Tactic 2
Tactic 3
Strategy 2
Tactic 1
Tactic 2
Tactic 3

Etc.

OST architecture for Husk in 2024 and onwards

We are going to try a slight variation as compared to previous years in developing

OSTs. We believe this will help the process be interactive and inclusive across
Business units and Functions. The functions should not attempt to build their OSTs in
vacuum but by interacting with all the business units once they have completed
defining their Objectives concretely. This has to be an iterative process among all
related BUs and support functions to ensure that the final set of objectives are all
aligned. For example, the Procurement function delivery timeline for Appliances needs
to be the same as the D2R business objective.
Thereafter all BU leaders and Function Leaders need to define SMART KRAs for their
direct reports and discuss strategies and tactics needed to achieve these objectives.
All these objectives need to be percolated down to the field level employees as they
are going to execute strategies in real life on a day to day basis.

We will run the OSTs exercise across the classifications mentioned below:
Business units:
● HMG business in India and Nigeria (e.g. Saugata ji will work with his
teams to drive Sales and Operations objectives and align with
objectives of Baljit ji from HMG roll out pace in India; same process will
be driven by Olu for Nigeria; also GTM needs to be embedded here)
● D2R business in India and Nigeria (e.g. Anubha ji will set objectives for
both B2B and D2C segments for both India and Nigeria and align
working capital objectives of Naveen ji)
● C&I rooftop+ businesses in India and Nigeria (e.g. Saugata ji and
Subhendu ji in India will need to work with HR to set objectives aligned
for hiring and human capital capacity development)

Support functions:
● HMG roll out in India and Nigeria (Col. Baljit ji will interact with
Saugata ji for pipeline funnel for India and Olu for Nigeria, delivers the
output to D2R etc)
● Safety (E&S) (Col. Baljit ji)
● Procurement and logistics (Nitin ji and Saugata ji for India; Precious
along with Nitin ji for Nigeria; they need to interact with Finance to set
the Credit terms objectives)
● Financing, compliance and cash flow mgmt. (Naveen ji and team)
● HR, Org Development and compliance (Shaila ji and country teams)
● Technology (Nikhil ji and team to work with every BU and Support
Function leaders)

Corporate strategy:
● Marketing and Branding (William at corporate level)
● Partnerships (William at Corporate level)
● Resiliency (Manoj and team at corporate level – including big bets
and monetization)
● Technology IP (Manoj, Nikhil and all BU & Function leads)
● Quality management (??)
● Business development (William, Manoj and ??)

Note – Brad will fill in anywhere we need help but we can use his help to truly align all
objectives together so that there are no silos and everything is crystal clear.
We are providing examples in the page after this one. This is the one that I showed to you
during our offsite strategy meeting.