Multiple changes in operational factors had caused a lack of clarity regarding ownership of process, roles & responsibilities and deliverables for the commercial function of this retailer. There was an appetite for transformation within the business In order to move to a new way of working and identify the transformation required, the business needed to understand current ways of working.
What We Did
Beyond Analysis were engaged to run a process mapping exercise. We ran a comprehensive interview process to gather individual detailed role responsibilities and working practices across all levels of the organisation. This included all senior management to understand the impact of current processes on the business. From this we documented an end-to-end process map showing how the business operates and highlighted opportunities for improvement based on value added activities.
We proposed a series of recommendations for ‘quick wins’ as well as developing a cross functional future operating model. Five key pillars for improvement were identified covering; Siloed working; nanual effort; duplication, checking and org Design.
There are lots of companies out there who can do big data stuff and we get them all the time every week talking about big data, what they don’t do is apply it to show how to make better decisions day in day out. I think it’s the application of the thinking based on the understanding of the business and based on good relationships that means that Beyond Analysis are like an intel inside of smart data people with the right tools who can simply the things that we do