Creating a COE/COP for digital acceleration
Prologue
Former British PM Sir Winston Churchill once remarked, “Howsoever effective the strategy is, one must keep on looking the results delivered”. This timeless statement holds relevance in all walks of life, and especially- the business. American researcher and business management wizard Jim Collins has also quoted, “Focusing solely on what you can potentially do better than any other organization is the only path to greatness.”
With such an ideology, the Transcurve
Consulting is assisting the businesses to achieve operational excellence by its
Organizational Development consultation, Human Resource efficiency enhancement,
and the Business Process Management with a rich experience of around three
decades in serving the myriads of industries across different segments.
Introduction
This discussion is about the complications
being faced by an established FMCG enterprise providing complete range of
packaged foods categories.
The advancements offered by digitalization and
globalization has ushered an avenue of endless possibilities for the FMCG
sector and such a profitable era, as the current times has never been witnessed
by FMCG segment. The industry is characterized by a complex distribution
network and a tough competition, compelling corporates to be creative in
supply-chain for creating values to the customers.
The firm has successfully been in the business
for more than a decade and has a strong network on the national and
international scale. The production, sales, and marketing- all the units were
perfectly performing their tasks within the time stipulations but still some
problem persisted, paralyzing the whole play. As the firm has global
footprints, it was a little mysterious for the management to work in
tandem.
For this reason, consultation was sought that
is known to deliver the ad-hoc personalized solution for the specific needs of
the organization.
Assessment
The proficient professionals of Transcurve thoroughly investigated the whole business process and conducted several interviews and interactions. With everything looking fine at the lower levels of business hierarchy, the problematic area was the workflow and reporting at higher management levels.
The all-inclusive analysis at the
administration level alluded to the following four main problems:
1.
Lack of business intelligence support
The technological advancements have not been
implemented by a majority of the FMCG corporates, especially in the workflow
and sales reporting process. Automation of the repetitive workflow is highly
beneficial to provide a better consumer experience and also yields a great
amount of data to be benefitted from. It also saves a lot of time for the
administrators which can be utilized in better productive works.
2.
Multi-Channel Process
The FMCG organizations have to work with a
very complex distribution system, comprising multiple layers of numerous small
retailers between the company and end customers. Companies now need innovative
ways of balancing market penetration and the logistics cost.
3.
Systematic Development Plans
An important step was to look for the process
automation and comprehensive reporting of the works. With secured access to
data at various management levels, all the developmental plans could have been
easily monitored.
4.
Organizational Model
The major challenge was to develop a fixed
organizational model from several outlooks. Clear distinction between current
business and the future plans, multi-disciplinary expert employees and
workforce, and getting everyone accustomed to the multi-national environment
with common shared goals.
The Transcurve Approach
The administration did not require many
workshops and learning sessions as they were quite apt at their tasks, the main
thing to implement was an easy to use real-time consultant dashboard reporting
tool. Company’s need of the hours was met with the installation of Topline
Dashboard. It helped the administration in the following three main ways:
Effective
data workflow
The dashboard tool centralized and organized all
the key activities opportunities, histories, notes, custom tables, companies,
and contacts in one place. It helped them in managing the database and
rescheduling multiple opportunities to brainstorm in one view. This way they
now can create follow up activities and communicate faster by mailing directly
from the dashboard.
In-depth drill down analysis through top-down approach
With the dashboard tool, the management can
compare, analyze and drill down on activities, histories, opportunities, custom
tables, products and queries or graphs. The sales performance can be monitored
and quantified with KPI statistics. Setting targets for activities and
opportunities to identify gaps and adjusting the sales plan is now easier for
them and the exceptional reports can be auto-generated.
Executive
Topline Insights
The executive dashboard was developed through “Tableau”, where all the infrastructure related to enterprise licensing and other data connectivity issues were established through live reporting of measures, periods for all customers at a region, sub-region, and format level. The COE was developed by hiring visualization experts, which helped the account and category managers to drill down insights for their quick meets and analysis.
Results
This implementation of the executive topline
dashboard steered the traditional standardized reporting into an automated,
accurate, and impressive one. It not only reduced custom reporting by 65%, but
also helped the sales representatives to re-invest their time in selling and
gaining new customers.
The process streamlined the overall workflow
within the administration. The organization had savings of 20+ FTEs and
repurposing them in other roles within their interest areas, bringing a larger
transformation and the model development was also taken care and the subtle
fineness between different tasks was interpreted through Transcurve approaches.
Comments
Post a Comment
Comments are most welcome!