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BRIEF

A comprehensive two-year program was initiated to improve productivity across ten workstreams within the order-to-cash process. This initiative was critical, as there were significant deficiencies in transparency, quality, and program management office (PMO) operations, which were impeding efficient execution and limiting visibility at the executive leadership level.

SITUATION

The company faced challenges in its order-to-cash process, including limited transparency, inconsistent quality control, and inefficient program management office (PMO) operations. These issues hindered leadership’s ability to make informed decisions, caused delays, and increased risks across the ten workstreams, making it difficult to meet productivity targets without strategic intervention. 

OUR ROLE & APPROACH

To address these challenges, a multi-faceted approach was implemented to enhance productivity and transparency: 

  • Enhanced Reporting and Communication: We established a consistent and structured communication framework that included regular status reports, communication decks, and a systematic meeting schedule. This ensured that leadership had clear, timely updates on each workstream's progress. 

  • Risk Management: A comprehensive risk management framework was introduced to identify, assess, and mitigate risks across all workstreams. This proactive approach enabled the early detection of potential issues, allowing the team to address them before they escalated. â€‹

  • Quality Assurance and Challenge Mechanisms: Each workstream's project plans and performance metrics were rigorously reviewed and challenged. This process uncovered saving opportunities and identified areas where efficiencies could be improved, helping the team to refine their strategies and deliver better outcomes. 

  • Leadership and Support: Clear communication channels were established between the workstreams and the leadership team. This empowered senior leaders to provide timely support and intervention, fostering a more collaborative environment that enabled quicker decision-making and problem-solving. 

OUTCOMES

The implementation of these strategies resulted in significant improvements across all ten workstreams: 

  • Increased Transparency: Senior leadership, including the CEO and CFO, received detailed insights into each workstream on a regular basis. This improved their ability to make informed decisions and allowed them to track progress with greater accuracy. 

  • Enhanced Quality and Productivity: By challenging and refining the project plans, each workstream saw notable improvements in both quality and efficiency. This approach helped identify cost-saving opportunities and boosted overall productivity. 

  • Proactive Risk Management: The new risk management processes allowed for early identification of risks and provided structured mitigation strategies. As a result, the program ran more smoothly, with fewer disruptions and delays. 

  • Strengthened Leadership Support: The enhanced communication and reporting structures empowered the leadership team to intervene effectively when needed. This strengthened support network fostered a more supportive and efficient environment, ensuring that workstreams received the necessary assistance to succeed. 

 

Overall, the two-year program delivered a measurable increase in productivity, improved transparency, and enhanced leadership support across the organization. This comprehensive approach not only addressed the initial challenges but also laid the foundation for sustained success in the order-to-cash process. 

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