New Global Operating Model underpinned by customer service first mindset
The Situation
DRAFT FOR NOW: The Group CFO of one of the largest global sustainable paper and packaging companies in the world launched and sponsored a multi-year digital transformation programme, starting in 2021. The programme was set up to deliver a transformation from
The Task
DRAFT FOR NOW: The Group CFO appointed a global transformation team to deliver against the approved business case
The Action / Approach
Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:
- What did you do to help… Nurture a culture of engaged people, delivery and achievement
- What did you do to help… Refined definition of current state, desired future state, and how to get there
- What did you do to help… Facilitate better alignment to business strategy and plan
- What did you do to help… Reduce complexity and create simplicity
- What did you do to help… Avoid losing key people by reskilling and retraining
- What did you do to help… Stop IT being or feeling caught in the middle
The Result
Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:
Typical areas where value is realised:
- What did you do to help… Increased credibility, confidence and influence across the business
- What did you do to help… More satisfied and engaged employees with increased retention and productivity
- What did you do to help… Creating a culture of involvement, empowerment and connection to the business
- 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
Pains typically relieved include:
- 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 agreement of transformation governance and stakeholder understanding leading to a fragmented approach
- What did you do to help… Lack of exec sponsorship and ownership
- 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 clarity around existing operating model, internal business ecosystem or cross-functional teams
- What did you do to help… Conflict between perception and reality of digital skills, tools, methods and talent required and available
- 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
Focus In On: Responsible for Digital Business Transformation
New Areas of Value:
Increased credibility, confidence and influence across the business
More satisfied and engaged employees with increased retention and productivity
Creating a culture of involvement, empowerment and connection to the business
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
Improvements around:
Lack of process and technical integration strategy making the overall solution less efficient
Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
Lack of exec sponsorship and ownership
Lack of availability of the right people at the right time across both business and technology areas
Lack of clarity around existing operating model, internal business ecosystem or cross-functional teams
Conflict between perception and reality of digital skills, tools, methods and talent required and available
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
