How do you prepare for and deliver a complete business transformation across 100+ geographies?
Seeking to respond faster to the evolving needs of its customers, a global academic publisher embarked upon a large-scale operational and technology transformation across their global estate.
To enable this transformation, the organisation required support to understand the impact across teams and geographies, which it could then leverage to sequence the roadmap of change and transformation activities across the different geographies, business divisions and product segmentations.
Collaboration was at the heart of this journey
We took the time upfront to understand the as-is state as well as the future state ambition. Taking a broad range of data sets from across the business, we brought these together to build models which, in turn, provided new insights around the product purchasing behaviour and profile of customers around the globe.
Through workshops with a broad set of subject-matter experts, we analysed revenue distribution across geographies, products and functions to determine an optimal sequence for delivering business change.
With the discovery phase complete, we created a framework to categorise and define the different types of change used to structure onward assessment. We ran sessions to map impacted teams against future state options – building a balance and fact-based view of the organisational impact and how it would feel for the staff. We then engaged with affected teams to assess the direct impact of change and put forward a set of recommendations and impact ratings to inform prioritisation.
In parallel, we identified the key product attributes and target structure to enable an effective transition to the new CRM and CPQ platform. This directly shaped the broader data strategy initiative to transition to a single product hierarchy, worldwide.
Transformation delivered simply and effectively
By the end of the project, we had determined the optimal sequence to transition the entire business to the new platform and accompanying ways of working. The company gained a clear view of the sequence of migration and supporting rationale, as well as an inventory of change drivers – allowing them to identify where change should be anticipated and how it would be felt.
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