Reference

Improving cross-functional collaboration with the top management through optimizing core business processes together
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Improving cross-functional collaboration with the top management through optimizing core business processes together

Challenge

Leveraging cross-silo collaboration to improve 5 business-critical processes

Approach

Global business Leadership Circle (top 80) mobilized in a online brainstorm, to create and evaluate new ways of working

Results

Best ideas bundled in a new collaboration charter and rolled out across the business

Challenge

Our client is a challenger to the market leaders in the animal health sector. Aspiring to further strengthen their competitive position in key markets through organic growth while at least maintaining profitability levels, the management wanted to smartly accelerate innovation efforts and improve the overall customer orientation.

In line with their newly introduced competency model, the Animal Health division of our client defined collaboration as a key competence for its management and employees. Their main aim is to leverage better internal, cross-functional collaboration to meet and overshoot joint business objectives. In other words: they want to prioritize the “soft” topic of collaboration to indirectly drive business results.

Collaboration has already been included in personal objectives and put on multiple agendas, but the management believes that this is not enough: they want the top management to actively work on collaboration initiatives and ideas.

Approach

Phase 1: Inspiration Game brainstorming with Leadership Circle</br>The company wanted to improve the business performance through better collaboration in 5 core domains, such as product launch, global roll-out, pricing, sales & operations planning (S&OP) process, and concluding deals. To reach that objective, they chose to engage the entire Leadership Circle (top 80) in a three-weeks’ brainstorming game preceding the annual Leadership Conference.

Phase 2 - Interactive session during Leadership Conference</br> During the Leadership Conference, the results from the brainstorming game formed the basis of an interactive workshop with the Leadership Circle members.

Results

118 ideas were generated on ‘how to improve the 5 core domains through collaboration’. 19 of them, with their underlying collaboration patterns, were shortlisted and used as a basis for tangible activities, such as a collaboration charter, an action plan, and concrete targets.

The shortlisted ideas served as input for the workshop on collaboration during the Leadership Meeting. All LC members set up and ratified a collaboration charter during the conference. In the meantime, the collaboration charter has been rolled out across the business. A one-pager synthesis of the most impacting collaboration initiatives was delivered too, and they were assigned to dedicated teams for take-up.

Benefits

  • Immediate involvement and buy-in on group objective with regards to collaboration
  • Awareness raised on how important is it to collaborate within the top-80 of the company, and on how inefficient the current unilateral approach can be at times
  • Beyond the pure collaboration scope, the project revealed 2 additional improvement areas: Cost of Goods Sold & margin optimization throughout end-to-end supply, and deal/project prioritization & process acceleration