National Quebec's food label business process redesign
The Situation
The project involves strategically redesigning Aliments du Québec’s operational processes, integrating advanced digital tools to enhance efficiency, traceability, and customer experience. The objective is to future-proof operations, aligning with evolving market expectations for sustainability, transparency, and rapid adaptability by 2025.
The Task
As transformation designers, our task is to analyze current operations, identify opportunities for innovation, and strategically redesign Aliments du Québec’s processes. We ensure seamless integration of digital solutions, facilitate organizational adoption, and enhance the end-user experience while aligning with the 2025 vision.
The Action / Approach
- Analyzed current processes and identified opportunities.
- Engaged stakeholders to understand key pain points.
- Developed a comprehensive digital transformation strategy.
- Designed and prototyped future-state processes.
- Integrated advanced digital tools and solutions.
- Supported implementation with training and change management.
- Monitored performance and optimized processes continuously.
- What did you do to help… Identified critical areas of value and opportunities to exploit them
- What did you do to help… Facilitate better alignment to business strategy and plan
- What did you do to help… Effectively manage scope creep
- What did you do to help… Reduce complexity and create simplicity
- What did you do to help… Reduce the impact of siloes
The Result
Our actions led to streamlined operations, enhanced process efficiency, and improved stakeholder collaboration at Aliments du Québec. Digital tools increased data transparency, traceability, and decision-making speed. The redesigned processes aligned with 2025 market expectations, fostering greater adaptability, sustainability, and customer engagement.
Typical areas where value is realised:
- What did you do to help… Gain access to additional budget through success
- What did you do to help… Improved business agility and ability to rapidly respond to change and opportunity
- What did you do to help… Digital transformation that drives, moves and resets the organisation’s vision
- What did you do to help… Direct positive impact on internal and external customer satisfaction
- What did you do to help… More consistent and sustainable profitability and business growth
- What did you do to help… Driving a culture of innovation for easier and faster adoption of future digital trends
- What did you do to help… Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
Pains typically relieved include:
- What did you do to help… Lack of availability of the right people at the right time across both business and technology areas
- What did you do to help… Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
- What did you do to help… Budget availability affected by external change drivers and uncertain resource estimates
- What did you do to help… Lack of process and technical integration strategy making the overall solution less efficient
- What did you do to help… Lack of transformation, change and agility mindset in leadership
- What did you do to help… Unclear and siloed business strategy leading to misaligned goals across the organisation that conflict with transformation
- What did you do to help… Lack of exec sponsorship and ownership
- What did you do to help… Leaders mandating a change management and implementation approach that’s not appropriate to the organisation
- What did you do to help… Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams
- What did you do to help… Lack of sufficient customer and market insight to inform digital transformation
- What did you do to help… Conflict between perception and reality of digital skills, tools, methods and talent required and available
Focus In On: Responsible for Digital Business Transformation
New Areas of Value:
Gain access to additional budget through success
Improved business agility and ability to rapidly respond to change and opportunity
Digital transformation that drives, moves and resets the organisation’s vision
Direct positive impact on internal and external customer satisfaction
More consistent and sustainable profitability and business growth
Driving a culture of innovation for easier and faster adoption of future digital trends
Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
Improvements around:
Lack of availability of the right people at the right time across both business and technology areas
Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
Budget availability affected by external change drivers and uncertain resource estimates
Lack of process and technical integration strategy making the overall solution less efficient
Lack of transformation, change and agility mindset in leadership
Unclear and siloed business strategy leading to misaligned goals across the organisation that conflict with transformation
Lack of exec sponsorship and ownership
Leaders mandating a change management and implementation approach that’s not appropriate to the organisation
Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams
Lack of sufficient customer and market insight to inform digital transformation
Conflict between perception and reality of digital skills, tools, methods and talent required and available
