Your Agile Enterprise
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What keeps you up at night
A lack of skilled workers and workplace flexibility expectations
The growing cost of developing and retaining talent
Inflation and supply chain interruptions
Slow pace of “pandemic-proofing” the business
Continued financial viability amidst geopolitical uncertainty
Lack of control over regulations
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You are managing relationships vertically, laterally and inevitably sideways as product life-cycles mature and resources mis-allocate across the enterprise.
Pockets of under-performance emerge, threatening the bottom line.
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Emerging global ecosystems are challenging conventional foundations of business strategies dependent upon product feature expansion, brand loyalty and geographic expansion.
Continued success today requires finding new ways to deliver customer value.
Today’s product viability deepen customer relationships with their brands. Organizations that are succeeding share certain traits: diversification of thought, experimentation with new business models, and cultural commitment to continuous innovation.
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Select Case Studies
Undertaking adoption of a new business model
Challenge: Explain and address the inadequacies of an operational model to satisfy the evolving demands of its existing customers.
Solution: Proposed a strategy that aligned the organization’s focus and resources, adjusting processes, structures, role compositions, and technologies to sustainably deliver to an expanded set of customer expectations.
Results: Delivered the organizational and technological changes enabling the teams to improve service delivery, improve customer satisfaction, increase revenue growth as well as experiment with offering additional new services.
Lead to Cash (LTC) visibility and predictability
Challenge: Competing visions, methods and timelines were undermining a mission-critical enterprise-wide endeavor to migrate onto industrial business systems from homegrown ones.
Solution: Developed solution architectures, program roadmaps and operational models that visualized the interactions and dependencies between stakeholders, processes, technologies, data quality and control tactics.
Results: Stakeholders interests were understandable in context to each other, revealing organizational touch-points, inter-dependencies and opportunities to cross-leverage investments.
Assessed Information Management maturity, strategic alignment and organizational readiness
Challenge: Big data was disrupting information management best-practice notions with affordability, flexibility and velocity previously unknown. The opportunities to leverage data to derive insights into markets and business were abounding! And these new technologies required new skills and new thinking that were still nascently developing.
Solution: Analyzed information management and technology capabilities to assess operational maturity, organizational readiness and strategic alignment. Prescribed operational models, roles, skillsets and tool recommendations and proposed an implementation roadmap and time-table.
Results: Clients incorporated the recommendations into their planning and executed accordingly. They each established new organizations, installed visionary leadership and recruited flexible technical talent to incorporate big data analytics into their respective core businesses.
Designed a data integration Center of Excellence to drive change
Challenge: A community of innovators emerged over time, distributed across the firm, as data exchange became more frequent, more diverse and more complicated. They were spear-heading new methods that reduced complexity and a dependency on tacitly held technical expertise. The competency maturing across the enterprise was fragmented and not easily leverageable across functional areas without a clear and sustainable model that would earn stakeholder acceptance. Buy-in would require a way to consolidate knowledge and expertise without shuffling teams.
Solution: Designed a data integration as a service model for an in-house Center of Excellence including maturity paths for adoption, operationalizing demand management and delivery and routinely preserving essential knowledge. Shortened development cycles would prove the value potential of this model, clearing resistance to institutionalizing a shared services model.
Results: Relevant SMEs would be engageable as needed to inform or perform through a transparent forum owned collectively by executive stakeholders. The organization was able to balance its delivery of new projects, supporting existing assets and facilitating self-service adoption applying consistent methodologies.
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