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According to PwC, nearly 80% of American consumers say that speed, convenience, knowledgeable help, and friendly service are the most important elements of a positive customer experience. The increasingly sophisticated consumer, along with these heightened expectations, is changing the way business leaders think about how to approach growth strategies.
Simply relying on the traditional levers of promotion is not enough to win the customer’s attention. With Ernst and Young reporting that around 70% of trade promotions lose money, it is clear that as business becomes increasingly complex and unpredictable, the separation of planning and execution functions can help provide clarity through a more holistic view of growth for promotional activities, pricing strategies, and assortment planning.
How can businesses untangle planning from execution to reach consumer expectations and achieve their growth targets in the new year?
In this episode, host Caleb Masters is joined by Francisco Crespo, former Chief Growth Officer at The Coca-Cola Company, to discuss:
His career journey to becoming the Chief Growth Officer at The Coca-Cola Company.
Why increasing consumer expectations are adding to the complexity of today's growth marketing efforts.
The importance of combining integrated planning with focused execution to achieve growth targets.
How to overcome the hurdles of optimizing your business through revenue growth management opportunities.
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In today’s dynamic business environment, successful collaboration with suppliers is essential. However, this is no small feat. According to McKinsey & Company, auto manufacturers, on average, have around 250 tier-one suppliers and up to 18,000 total suppliers across the entire value chain. Aerospace manufacturers have an average of 200 tier-one suppliers and 12,000 across all tiers, and technology companies have an average of 125 tier-one suppliers and more than 7,000 across all tiers.
How should you approach aligning and collaborating with your suppliers to ensure a resilient supply chain?
In this episode, host Caleb Masters and Joerg Hellwig, an investor and the former Chief Digital Officer at LANXESS, discuss:
His career journey to becoming Chief Digital Officer at LANXESS and his latest ventures as an investor
Why it’s important to align production plans across suppliers and multiple tiers
The importance of including suppliers and customers in the IBP process
How to filter relevant risk signals from suppliers to generate actionable insights
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According to McKinsey, 67% of businesses that attempt digital transformations fail to achieve the maximum financial benefits from their original goals.
Forbes cites a lack of shared vision, accountability, and innovation as key contributors to these failures. Ensuring that large-scale digital transformations deliver the desired long-term impact remains an immense challenge.
How can today’s technology leaders ensure their digital and cultural transformations stick?
In this episode of Masters of Digital Transformation, Robert Weltevreden, the former head of technology at Novartis, joins host Caleb Masters to discuss:
His career journey to becoming a member of the Novartis Exec Team as Head of Customer & Technology Solutions (responsible for Business Services & Digital Transformation)
The common hurdles to achieving a successful digital transformation and widespread new tech adoption
How design thinking and the “pyramid of change” can enhance the end-user experience and enable successful implementations
The importance of working with partners to ensure a successful implementation
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According to a recent study by Gartner, through 2024, more than 80% of digital strategies will fail to deliver value because of a lack of alignment and collaboration between IT and business units. There's a clear leadership opportunity for technology executives to step up and enable their businesses to achieve successful digital transformations.
However, separate research by Gartner reports that 63% of CIOs and CTOs find it challenging to articulate the business value of IT within their organizations.
How can CIOs and CTOs demonstrate their value and transform the perception of their position from order takers into more strategic roles in the eyes of the board?
In this episode of Masters of Digital Transformation, Rhonda Vetere joins host Caleb Masters to discuss:
Her career journey to becoming one of the most powerful women in technology from CTO at Estée Lauder to CIO of Herbalife, including her critical work as a Global STEM Ambassador and prolific triathlete.
How IT leaders can position themselves as strategic business partners by working with teams cross-functionally to generate top-line revenue.
Building high-performance teams and developing processes prepared for emerging technologies.
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According to a recent study conducted by PwC, 41% of consumers stated they are willing to pay additional fees. With consumer expectations further shifting to an always-on virtual e-commerce experience, same day delivery expenditure is expected to reach $15.6 billion by 2025 in the U.S. alone.
Additional research from McKinsey & Company recently reported that mature integrated business planning (IBP) processes increased sales opportunities by as much as 50%, improved service levels up to 20%, and lowered freight costs by 10 to 15%.
How can companies leverage the next generation of IBP technology to win in the marketplace and simultaneously optimize cost and service?
In this episode, host Caleb Masters is joined by Darrell Edwards, the former COO of La-Z-Boy, to discuss:
Why today’s consumer expectations have increased complexity for supply chains
How next-generation IBP technology is reshaping the way supply chain delivers results
Leading teams through the adoption of new IBP technologies
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Building a supply chain workforce equipped for major industry evolutions—or for the innovations emerging seemingly overnight—can be a complex challenge.
Consider generative AI, for instance. We're currently witnessing an AI boom that could potentially reshape the way employees work across various. A recent CNBC survey found that 47% of top technology —including chief information security officers and chief technology officers—state that artificial intelligence is their number one budget priority for the coming year.
Just five years ago, the results produced by generative AI were unimaginable for 2023. Yet, a recent study by Accenture reveals that only 38% of supply chain executives believe their workforce is mostly or completely prepared to adopt the technological tools already available to them. Thus, the demand for tech-savvy, innovative supply chain professionals has never been higher.
How can supply chain leaders anticipate the roles they'll need in five years and start hiring and developing talent today?
In this episode of "Masters of Digital Transformation," Peter Bolstorff, Executive Vice President at the Association for Supply Chain Management, joins the show to discuss
His career journey: from a background in math and psychology education to becoming the Executive Vice President of the Association for Supply Chain Management.
Strategies to attract, hire, and retain the top talent necessary for achieving digital transformation success in today's rapidly evolving supply chains.
The crucial role that upskilling and reskilling will play in shaping and predicting the future of work amidst emerging AI technologies.
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According to a PWC survey from 2020, 34 percent of CFO’s indicated that “supply chain issues were among their top three concerns.” Another 30 percent indicated that they were considering making changes to the existing supply chain due to the pandemic. Simultaneously, McKinsey & Company conducted a survey reporting 92% of supply chain executives had successfully made their supply chains more flexible, agile, and resilient.
Supply chain leaders had the ears of their c-suite and board to achieve operational changes and reshape how businesses work.
How can supply chain leaders leverage to retain their influence in their organization?
In this episode of Masters of Digital Transformation, Radu Palamariu, the managing director of Alcott Global and the Global Head of the Supply Chain & Logistics Practice, joins the show to discuss:
His career journey to becoming managing director at Alcott Global
The role talent management plays in the ongoing pain points felt by supply chains
How supply chain executives can leverage the unique opportunity they have at the board room table to gain buy-in for their SC transformation initiatives
Critical lessons from supply chain leaders in his book From Source to Sold
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The world of today and the years ahead presents a cocktail of unprecedented challenges to business leaders. Sustained delivery of growth and profitability has become more complex considering challenges of climate, inflation, geo-political risks, and the imperative to drive sustainability while building resilience and agility. The good news – this sets the ideal stage for supply chains to rise to the occasion and operate at their full potential as strategic differentiators that impact the triple bottom line.
But realizing this state requires supply chain leaders to move beyond “a seat at the table.” Instead, they need to lead it.
In this episode, host Caleb Masters is joined by Vineet Khanna, former SVP and Global Head of Supply Chain at Nestlé, to explore:
His career journey, progressing from management trainee to Global Head of Supply Chain at Nestlé.
The pivotal role of supply chain leaders in driving high-performing teams to surmount today's unique business challenges and satisfy customer demand.
The broader societal responsibilities of successful businesses beyond merely meeting demand and securing a profitable bottom line.
How to leverage technology to align culture investments with tangible business outcomes.
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According to the EPA, 90% of a company’s environmental impact comes from its Supply Chain. Despite a majority of senior Supply Chain executives stating they are putting an increased emphasis on establishing and delivering against net-zero targets, nearly 1 in 5 do not have a net-zero strategy or know where to begin, and half of the executives don’t have an integrated scorecard to measure supply chain sustainability results.
Organizations need to understand, measure and reduce their environmental impact. Unfortunately, most of it occurs in the far corners of their supply chains, spanning suppliers and logistics providers. But the visibility of their extended networks is a must if companies are to make better decisions for the planet.
According to Montse Montaner, the former Chief Sustainability Officer at Novartis, “It is imperative for the business to take action. Businesses need to transform their supply chain and operations to make it sustainable.”
But how do you use visibility to deliver against your sustainability targets while optimizing profitability?
In this episode, Montaner joins Masters of Digital Transformation to share:
Her career journey in sustainability before becoming the CSO of Novartis
The value of leading sustainability initiatives with a focus on people, health and the planet
How to leverage technology to increase visibility and help build more sustainable supply chains
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Supply chain organizations are losing talent—fast.
While most departments suffered high levels of attrition during the Great Resignation period of the pandemic, “turnover is 33% higher in supply chain organizations compared to pre-pandemic levels,” according to Gartner,
With nearly half of employees saying they are open to leaving their jobs in a recent Gallup survey, the market for highly qualified talent remains tight.
As supply chain functions struggle to attract, hire and retain the uniquely skilled talent required to operate world-class networks, how should leaders adapt their approach to building the high-performing teams required to drive digital transformation success?
In this episode, we sit down with Tracey Allen, Vice President of IT Procurement at Nokia, to discuss how she’s developed the teams, leadership and talent uniquely suited to drive digital transformations in procurement throughout her career.
Tracey joins host Caleb Masters to cover:
How she built her IT procurement team and unlocked their potential to deliver results while working remotely during the pandemic.
Why listening and leading with empathy is essential to maximizing your team and department’s performance.
Her approach to leveraging a unique strengths-based approach to coaching individuals within a high-performing team
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At the end of 2022, we examined the biggest supply chain pain points we expected to see across the globe and how organizations might address them, from diversifying supply sources to ease the pain from global shortages to leveraging planning technology to make networks more resilient.
The demand for enterprise planning technology has not slowed down since. A recent Gartner survey reported that 87% of senior business leaders say making digital investments remains a priority this year.
With 2023 now halfway over, it’s the perfect time to step back and do a pulse check on the main digital transformation challenges supply chain leaders are facing.
In this episode, we sit down with Matt Gabriel, Vice President of Supply Chain Global Consulting at Genpact, to discuss the state of supply chain digital transformations in 2023 based on what the global professional services firm has seen amongst their clients.
Matt joins host Caleb Masters to explore:
Why data is the most critical topic (no one wants to talk about)
“Good decisions based on bad data are just bad decisions waiting to come to light later.”
What the end result of digital transformation should be
"It comes back to the visibility, the agility, adaptability, those items that have obviously become buzzwords over the past few years, but the digital transformations that clients go through; it's really about enabling those things to happen.
How to think differently about change management
“I think your change management as a capability really needs a bit of a rebranding because you're really talking about success insurance.”
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Gregory Polcer shares his experience shaping company culture through change management to achieve successful digital transformations.
According to Peter Drucker, “Culture eats strategy for breakfast.” Executing a digital transformation strategy without the correct culture, employee buy-in, and subsequent behavior is impossible. Related, a recent study from Gallup reported that just 23% of employees surveyed strongly agree that they can apply their organization's values to their work every day, and only 27% strongly agree that they believe in their organization's values.
Two questions can help organizations gauge their cultural readiness for digital transformation:
Can your employees clearly articulate the “What it’s in it for me?” of the transformation? Are there changemakers or coaches at every level of the organization who are tapped into employee sentiment and can influence the organization?In this episode of Masters of Digital Transformation, Gregory Polcer, former EVP and CSCO at Estée Lauder, weighs in on the critical role of an organization’s culture and overall change management strategy in helping it meet its digital transformation goals.
In this episode, Gregory joins host Caleb Masters to cover:
Why it’s important to gain employee buy-in and for employees to clearly understand the WIIFM (What’s in it for me?) before, during, and even after a digital transformation.
The role early adopters, coaches and changemakers play in shaping the culture and perception of organizational shifts.
How to gauge employee sentiment and educate the workforce about the benefits of the new technology and processes related to your digital transformation.
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By 2026, Statista estimates that spending on digital transformation will reach $3.4 trillion. And yet, according to a recent study by McKinsey, around 70% of these initiatives fail.
And while each initiative may fail for its own reason — resistance to change, lack of a clear vision and strategy, or insufficient executive buy-in — there tends to be commonalities across those that succeed.
One such commonality, according to Gustavo Ghory, former CSCO of Kimberly-Clark, is that the leaders of these programs continually revisit two crucial questions that act as the “heartbeat” of transformation, keeping the whole organization in rhythm and working together toward the same goal:
Is our digital transformation progressing at the right pace?
Are we making incremental progress toward our goals?
In this episode of Masters of Digital Transformation, Gustavo joins us to share his experiences cutting through the fog of supply chain transformation and his perspective on leadership's role in setting the right pace for change management and decision-making for successful technology adoption.
Gustavo joins host Caleb Masters to cover:
His career journey to becoming CSCO of Kimberly-Clark
Why the pace of decision-making must align with the organization’s long-term digital transformation goals.
The role leadership plays in managing the pace of decision-making to keep the organization’s “heart” rhythm pumping.
Tune in now to get actionable transformation insights from a seasoned supply chain executive.
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Maximizing efficiency through strategic technology investments is crucial for supply chain organizations in 2023. In fact, a recent Gartner survey reveals that 61% of respondents view technology as a key competitive advantage.
Join us on Masters of Digital Transformation as we welcome Francesco Tinto, former CIO of Walgreens Boots Alliance, to share his insights from his three-decade-long career journey in enterprise technology. He'll delve into the intricacies of evaluating tech stacks, emphasizing the significance of the technology user experience in ensuring successful adoption and driving stronger business results.
In this episode, host Caleb Masters and Francesco Tinto explore:
Francesco's path to becoming CIO of Walgreens Boots Alliance
The criticality of comprehending the relationship between individual use cases and your tech stack
The necessity of choosing flexible and extensible technology solutions
The impact of UI/UX on technology adoption and usage rates
Discover how to future-proof your technology investments by ensuring they're adaptable, scalable, and ready for growth.
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The past four years have sparked a profound shift in how we think about supply chains and business. Geopolitical conflicts, trade wars, macroeconomic uncertainty, and extreme demand and supply volatility have forced companies to take a hard look at the vulnerabilities of their operations, driving the discussion on enterprise planning and decision-making all the way to the boardroom.
Leading this movement is a group of forward-thinking companies challenging the status quo of planning and decision-making and embracing advanced technologies to enable more resilient, agile, and sustainable operations. aim10x global 2023—o9 Solutions’ flagship virtual event—showcases the innovative spirit of these organizations.
What pressing topics and ideas were discussed?
In this special episode of Masters of Digital Transformation, host Caleb Masters takes a look at the major aim10x global 2023 highlights, including:
How Pirelli simulates supply chain scenarios with full visibility into how potential decisions will impact financial KPIs such as EBIT.
What next-generation capability PepsiCo leverages to align all functions, from Supply Chain to Finance, behind one plan for the future.
Why two former CEOs turned sustainability trailblazers believe sustainability and profitability are no longer mutually exclusive.
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According to a study conducted by McKinsey & Company, research estimates disruptions lasting a month or longer are occurring every 3.7 years on average, costing consumer goods companies one-third of a year’s earnings every decade. To remain competitive, CPG companies must be more agile than ever in responding to shifting consumer behavior, quickly evolving macroeconomic conditions such as inflation, and supply chain constraints such as global shortages.
Few companies have adapted to the change better than Resideo, a $5+ billion business that puts people in charge of their home comfort, safety, security, and energy efficiency and is a top global distributor of security, fire, and low-voltage products.
Resideo’s Global IBP & Data Analytics Director, Gerard Couderc, says, “the key to success was embracing both top-down and bottom-up approaches to change management at the same time.”
What other lessons can be gleaned from Resideo’s transformation journey?
In this episode of Masters of Digital Transformation, we’ll cover:
Gerard Couderc’s career journey to becoming a digital transformation leader at Resideo. The key drivers forcing supply chain leaders to rethink their operations to become more agile and flexible. How technology partners enabled the Resideo team to build a more agile and resilient operation from the bottom up and top down. What listeners can expect to learn during Gerard’s aim10x global 2023 session.Register for aim10x global 2023—o9 Solutions’ two-day online event on enterprise planning and decision-making—to learn from Gerard and other business leaders, such as former Unilever CEO and sustainability trailblazer Paul Polman, the SVP and CDO of Pirelli, Pier Paolo Tamma, and the CSTO of Pepsico, Dr. Athina Kanioura today!
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According to digital transformation visionary Sanjiv Sidhu “A large percentage of digital transformations fail because people are not clear about what they are trying to do.” Sidhu is the inspirational co-founder of i2 Technologies and o9 Solutions: Two multi-billion dollar companies. Throughout his career, he has consistently aimed to revolutionize the supply chain with technology to help global companies across a variety of industries transform their planning and decision-making capabilities in an age of volatility and complexity.
What are the secrets he’s gleaned from his wealth of experience?
In this episode, Sidhu joins host Caleb Masters to discuss:
His career progression from Texas Instruments to o9 Solutions. The early, groundbreaking impact of AI on supply chain planning. Effective change management and the steps to scaling up. The power of prioritization: The Pareto Principle. The role talent and processes play in successfully scaling digital transformation within a business.Learn more about how o9 Solutions is enabling businesses to build sustainable supply chains by reading the blog, “Sustainability is at the top of the agenda for companies.”
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Forecasting is a critical activity enabling companies to predict future demand, mitigate potential risks, and capitalize on emerging opportunities. With today’s leaders having more data than ever at their fingertips, traditional forecasting methods, siloed processes, and legacy technologies without the capabilities to provide insights are holding organizations back. According to data recently reported by Forrester, “46% of data and analytics business and technology decision-makers are seeking out partners to implement AI critical to the business.”
How can emerging next-generation platforms powered by AI/ML help supply chain leaders navigate today’s volatile landscape?
In this episode of Masters of Digital Transformation, host Caleb Masters is joined by Knut Alicke, Partner, McKinsey & Company, and Umesh Arasu, Chief Product Officer, o9 Solutions, to discuss:
How artificial intelligence helps businesses significantly increase their demand forecast accuracy to navigate a volatile supply chain landscape. The role “the chain model” from o9’s digital brain can provide supply chain leaders with the knowledge and insights they need to make informed decisions. Questions leaders should ask vendors regarding their AI/ML capabilities. The leadership principles related to technology adoption Alicke discovered when writing his book, From Source to Sold: Stories of Leadership in Supply Chain.Learn more about how artificial intelligence helps businesses in practical use cases by reading our blog, “It’s a Toy Story,” covering the use of AI in the retail industry to anticipate demand for the holiday season.
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The global supply chain has arguably experienced more challenges in the past five years than it has in the past fifty. Geopolitical conflict, materials sourcing issues, and rising inflation have made supply chain planning and decision-making an even more complex and uncertain task for global enterprises.
At the same time, clients, employees, and governments have been putting more pressure on companies to deliver against their sustainability targets and operationalize their ESG initiatives, with a recent EY study reporting that in 2022, 82% of CEOs see ESG as a critical value driver—a significant increase compared to 2019 (42%).
As 2022 closes, many business leaders are asking themselves what the top supply chain challenges will be in 2023 and how they can leverage data, analytics, and software to proactively address them.
In this episode, Maria P. Villablanca, Co-Founder and CEO of Future Insights Network, and Tanguy Calliet, SVP of Global Industry Solutions at o9 Solutions, join host Caleb Masters to discuss their top supply chain challenges to watch in 2023, including:
The increasingly-urgent topic of sustainability and the role technology will play in enabling companies to operationalize their ESG initiatives. Geopolitical conflict and how Russia’s invasion of Ukraine will continue to shape and influence the supply chain and energy industries like oil and gas. Why digital transformation and technology are the critical levers required to help leaders across industries adapt to this new ‘Black Swan’ environment where crises are the norm.Read the o9 blog, Overcoming ESG data challenges at a critical time, to learn more.
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It’s clear that S&OP matters to businesses, but it’s not always clear who should be in charge of this process. According to Richard Markoff, supply chain researcher, lecturer, and co-author of The Digital Supply Chain Challenge: Breaking Through, companies with a robust S&OP process “won” the pandemic. But while many companies' S&OP processes carried them through the pandemic, many organizations’ S&OP governance is murky at best, leading to unnecessary tension, failure to achieve alignment across key functions, and value leakage in the form of poorer customer service, higher inventory, longer lead times, and less stable production rates.
How can business leaders ensure their S&OP processes set every function up for overall success?
In this episode of Masters of Digital Transformation, Richard joins Patrick Lemoine, VP of Industry Solutions at o9 Solutions, and host Caleb Masters to explore which function(s) should own the S&OP process, as well as:
The true meaning of S&OP (hint: it’s not a deliverable). Why coordination and collaboration are the keys to unlocking an effective S&OP process. How demand plan manipulation contributes to S&OP tension. What Richard’s research says prevents S&OP from meeting the demands of today’s supply chain leaders and how general managers can help. How supply chain leaders can take the findings in the research to their general managers and motivate them to take the next steps.Don’t miss this unique opportunity to learn how to break through S&OP challenges at your organization.
Learn more by checking out the o9 Solutions sales and operations planning landing page.__________________________________________________________
Timestamps:
(1:33) Why S&OP is an area of opportunity for businesses.
(5:08) What key areas should business leaders focus on related to S&OP for the long run?
(8:18) The owner of the demand plan has to be general management.
(12:07) The importance of having an end-to-end view of your business.
(16:35) What is the underlying tension in S&OP governance?
(21:21) What is a linear supply chain, and why is it important?
(26:24) The logic of the matrix organization.
(29:45) How can supply chain leaders take these findings to their general managers and get them to take the next steps?
- Visa fler
