Look at examples of projects we have delivered, along with their benefits
Global vs local: digitizing platforms to serve local needs, maintain global consistency and reduce costs
With six different business units across Asia-Pacific, brought together through acquisitions, the IT platform was scattered, aging and expensive. The mandate was to agree on a core platform for each business units, create a competitive advantage with an agile platform and provide a positive ROI within 2 years of changing platform.
Some initial roadblocks had to be addressed first: cultural differences (Japan vs Australia), loss of power with a centralized model, people jobs were at stake…
We decided on a consultative model with local workshops. The overall structure was similar for each country, however each country was given the chance to explain its specificity and rate the importance of features. The executive team was engaged as key sponsor to help with buy-in of their respective teams. The key was to identify the trigger points for each group.
Overall the $70M investment was vetted by the Asia-Pacific executive team. The strategy demonstrated the financial benefits and the increased customer focus. Key countries were taking the lead, and thus demonstrating active ownership of the plan.
Program Management & Six Sigma
Setting up a project management office. Training a team on process excellence
Growing at a fast pace, this medical device company wanted to align their processes globally and provide a better customer experience. A critical step was to introduce process and project management (PM) rigor with its customer facing teams.
For projects already underway, we introduced some project management tools (business cases, project statuses…), and formal progress status meetings. For new projects, we implemented a data-based approach to ensure new projects were thought through in their entirety.
We then developed a formal training curriculum starting with the basics and going to the expert level, incorporating project management, lean and six sigma principles.
Teams involved in projects were rewarded with formally developing new skills.
A team of four Black Belt was set up globally to train and guide local teams.
All global projects followed the PM methodology, and only projects with clear benefits were allowed to start. With 150 people trained globally, the data-driven mindset changed how issues were tackled and resolved.
Revamping a global accounts payable function:
The insourcing offshoring model
With over $4B purchases a year globally, and a sophisticated Kanban system, this medical device company had outsourced its AP function. However the failure to pay suppliers on time regularly threatened to shut down the plants.
We conducted an evaluation of the process and financial flows as well as an overview of the IT platform globally. We advocated for a complete redesign of the AP function with an insourcing/offshoring model, as well as a radical simplification of the IT platform.
We built a program to implement the proposed change in a tight timeframe globally. The program focused on the redesign of the finance flows, the implementation of Oracle AP, the phasing out of multiple legacy systems. It also involved setting up and training regional teams accountable for the health of the overall process, with offshore counterparts who would handle simpler tasks.
The performance of the function was dramatically improved (from under 30% to 90% on time payment). The payback was one year with reduction of late payments, decrease in human and IT costs.
Develop new business models to distrupt the industry
This medical device company is the global market leader in its industry. It wanted to rethink the customer care model and increase its use of digital technology in partnership with the providers.
We partnered with the company’s key stakeholders in the US market as well as the global team. Prior failure in this area meant that resistance had to be addressed prior to starting. We started with interviews to better understand the needs and fears: creating a shared vision for this initiative was paramount to success.
We worked with the key players to define a workshop agenda that would table the issues early and allow progress. With a clear end goal for the 3-day meeting, each session was a building block towards a successful outcome. The participative nature of the work allowed active engagement for all parties.
The business model developed during the workshop was complemented with actions: ownership and concrete next steps ensured momentum was sustained, and commitment kept. The output has been incorporated in the product planning process, and more generically in the global vision.