Here are selected cases where our teams have helped executives at global corporations in accelerating progress on critical projects. Through these articles, we also share our latest thinking, ideas, and perspectives on the Future of Work and on the issues that matter most to executives.
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As a leading chemical industry company, ChemicalCo.’s management sought to understand the emissions in its supply chain. Thus ChemicalCo. set out to measure its outbound logistics emissions by utilizing an EU recommended framework.
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Benchmark the competitive landscape in three business segments On-highway, Off-highway, and Marine, understand the product portfolios, M&A and strategy of competitors.
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Companies do not always have sufficient resources at their disposal to operate with the agility needed to deliver results. Due to the current market environment, 90% of executives surveyed by McKinsey believe that how the business will be done in the next 5 years will change substantially. However, only 1/5th of surveyed executives believed that they have the needed expertise, resources and commitment to pursue growth successfully in the new market environment.
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PowerCo. is expanding its sales to a new market area and in order to meet the requirements of the new market, they had to customize their sales process. To accomplish this, PowerCo. sought to customize their existing Microsoft CRM environment to be applicable in the new market.
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ManufacturingCo. currently uses Lock-Out-Tag-Out (LOTO) procedures in its mills to prevent risks of personnel injuries in production. However, these procedures vary a lot across different mills.
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In a survey conducted by PwC, about 59% of executives stated that 1 out of 4 projects fail to deliver the expected outcomes within the time and budget constraint. In a similar study, PMI also found that over the period of 2011 to 2018 only about 50-60% of their projects were either completed within the budget or time and of those, only about 60-70% of projects met expected outcomes. But what is the reasoning and how can executives effectively prioritize the projects?
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About 1% of EquipmentCo.’s deliveries lead to out-of-box failures (OBF). This resulted in customer dissatisfaction and increased delivery costs. Therefore, EquipmentCo. sought to identify the root cause of these failures, identify solutions together with KPIs to measure OBFs.
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The facility management industry is a fragmented and complex industry. Their customers consist of incumbent construction industry players who inherently are risk-averse, due to long lifecycle of their buildings. Thus in order for the FM industry to grow, they have to prove that their solutions are well-founded in customer needs and a have strong business case.
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The year 2020 has made industry leaders rethink their operational and sales goals. Automation industry is no different in this respect, for instance, ABB saw a decline in orders by -4% (H1 2019-2020) while Valmet saw a decline in order volume by -2%. Thus going forward, the Automation industry will need to innovate on their solutions to weather this decline in orders.
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ConstructionCo. needed to find relevant case examples where their customers had been able to achieve both sustainability targets and cost savings using similar products. ConstructionCo.’s potential customers had many alternatives to choose from, and its product had yet to prove its value to the customer from a cost point of view.
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MaterialsCo.'s factories lacked cohesive and standardised maintenance processes. Maintenance across factories were reactive or corrective in nature. MaterialsCo. sought to change this to a proactive and predictive way in order to reduce production disruptions, save costs and increase productivity.
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BeverageCo. wanted to utilize a data-driven model to predict optimal order quantity of SKUs. The goal of the project was to support the ordering decision by creating a user-friendly tool to determine the optimal size and reorder level.
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TelCo. faced internal barriers in collaboration between the olders and new teams. These barriers were related to both company culture as well as the formal goals between teams. Therefore TelCo. wanted to find a way to break down the barriers and increase interaction between the teams.
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As TrackingCo. sought to internationalise and identify greenfield opportunities, it wanted to investigate the expansion potential in selected markets and identify industry application areas.
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EquipmentCo. was preparing to launch a strategic product which could fundamentally transform the way the current product line was thought and configured in the industry. To accomplish this, EquipmentCo. sought to identify the pricing range of its existing product suite in different geographies.
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50% CXOs have reported more than 25% business disruption due to COVID-19 with the highest disruption in areas of revenue, supply chain and manufacturing. Under such crunched resources and cost pressures, the on-demand workforce can be considered an essential tool to improve business performance.
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30.7% of operational excellence executives consider end-to-end supply chain transformation as their biggest challenge. To accelerate progress, transformation executives need to break down problems in mini-battles and approach it in sprints.
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With only 4-5 large players in the market, ProcessCo.s’ customers now had limited supplier options to choose from. Thus, ProcessCo. wanted to understand any potential changes in its customer supplier strategy.
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ConfectioneryCo. lacked clarity of its high-level company core business processes. With the help of on-demand workforce it was able to streamline key decisions within the company and reduce process variance.
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The meat industry has a long and complex value chain with multiple stakeholders who influence adoption. As PackagingCo. sought to increase the adoption of its new and improved product, it wanted to identify the concerns of each stakeholder w.r.t. the new packaging solution.
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ManufacturingCo. recently launched an innovative product and needed to create a compelling value proposition for its customers, therefore, it sought to understand the usage journey and pain points of its customers’ influencers i.e. Non-Buying Customers (NBCs).
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With the shift towards digitalisation and attention to User Experience (UX) of technologies, AutomateCo. sought to understand from their customers the extent to which UX plays a role in their purchase decisions.
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As CompoundCo. sought to monetize its services along with its products, it wanted to identify successful service-sales implementation strategies.
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“On an average, agile workforce is 1.5 times more likely to report better financial performance than non-agile workforce, and 1.7 times more likely to report better performance on non-financial measures.” - Survey by Mckinsey
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AutomationCo. was losing its monitoring control on Local Sales Units which was beginning to impact potential sales opportunities in a few product segments.
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AutomationCo. wanted to become a digital transformation partner for its customers by shifting from product-based selling to consultative-based selling.
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TechnoCo. wanted to help its food industry customers in achieving their strategic ambitions. By deploying on-demand workforce TechnoCo. was able to accelerate its business development efforts by 6 months.
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“Companies had to have a personal computer strategy in the 80s, an internet strategy in the 90s, and a mobile strategy in the 2000s. In 2018, companies need to have an on-demand strategy.” – Senior Director Microsoft
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ChemicalCo. was caught off-guard when customers called to inquire about goods whereabouts in case of delays. This negatively impacted customer satisfaction and ChemicalCo’s NPS score.
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HeavyCo. - a major manufacturer of industrial equipment - sought to expand geographical coverage of its service business in order to reduce the lead time and costs of service. Deployment of on-demand workforce helped HeavyCo. cut down the time needed to reach the pilot phase of the project by 3X.
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As ManufacturingCo. sought to improve the safety measures at its factories, they wanted a user-friendly risk assessment method which could help the operator identify as well as mitigate risks.
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