Leading Strategy Research & Enabling Teams for Supply Chain Digital Transformation
Strategy Research
Challenge
The client needed to define and document their current business vision and strategy to understand the pillars that support it so that they can make informed decisions for the improvement of their supply chain processes.
Approach
I designed and coordinated interviews with 15 key stakeholders across Mexico, LATAM, USA and Europe based on Capgemini's Unleash Growth methodology to understand the main business avenues and how they are connected from each part of the process in the supply chain.
Outcome
A 360° understanding of the company's future strategic vision stating how to scale, how to win and where to play, which was a primary input for all decision making around process improvements to be made as well as detecting new process areas to be addressed.
About enabling and engaging teams through Strategic Workshops
I designed the experience and coordinated three strategic and digital transformation workshop concept events for over 120 C-level participants of multidisciplinary backgrounds such as engineers, change managers, and business consultants
1 – Onboarding Workshop
2 – Kick-off Workshop
2 – Integration Weeks
STRATEGIC WORKSHOPS
STRATEGIC WORKSHOPS
Onboarding Workshop
It was a 60+ participants workshop at the client-side offices, for a C-Level audience where participants where brought to be officially noticed as the leaders of Epical, the supply-chain digital transformation project.
My Role
Working hand to hand with the program's directors, I was in charge of understanding the needs to be covered during the workshop and creating the game-plan structure and workshop experience, covering from workshops’ agenda, cadency, workshop materials to creating presentation contents, collaborative frameworks to print, and the executive summary.
Outcomes
• The team gained understanding of the projects' approach, timeline and strategy
• The team gained agency and governance. Participants left feeling responsibility and ownership of their processes and had the chance on expressing risks and concerns
• The team named the project. Through a co-creative approach, participants ideated different concepts that later provided a powerful identity for the project.
Kick-off Workshop
It was a 3-day, +120 participants workshop in Camino Real, Monterrey, an event salon near by client-side offices. The attendees were all C-level, half were client-side team and half Capgemini engineers and business consultants.
My Role
This workshop was decisive for the project success.
• I was in charge of gathering the programs' directors vision and translating it into objectives and key results for each day.
• I created the main frameworks that were used by the processes owners and teams to uncover integrations and dependencies, strengths, and challenges.
• I designed the 3-day workshop experience taking into account key moments for Change Management activities, designing frameworks and leading the Marketing team for content creation, merchandising and event production (audio, led display, podium, etc).
Outcomes
• On day one, directors were able to translate the projects’ value to participants and process owners were able to speak up their process future vision. At the end, all were aware, engaged and on board to tackle their processes responsibilities and commitments.
• On day two, the process owners and consultants worked together for the first time, using the frameworks I designed and discussed around the key subjects to arrange and leave with set agreements.
• On day three, all the participants engaged in wide 6m blackboard where they drew and agreed a future-state vision for the company with the digital transformation project success.
• Overall, We more than tripled the project's advanced and expert-level understanding and knowledge, increasing it from 23% to 76%.
• We met and exceeded the expectations of the session: Project Insight, Team Cohesion, and Expectation Clarity (94%)
• We received only positive comments (100%)
Integration Week
There were two events of one week long each, +60 participants workshop in Capgemini Reforma offices, where participants brought open subjects to discuss about, and gathered in break-out rooms to discuss and make arrangements to keep moving forward.
My Role
Together with the programs' directors, I was in charge of translating the needs of the workshop into an orchestrated action plan where teams were assigned to different break-out rooms depending their process, their role, the subject matter to be discussed, considering also a plenary space and podium for conferences and debriefs at the end of each day.
Outcomes
• More than 250 topics were discussed during the integration weeks, which generated important decisions that allowed the project to move forward.
• Participants in general gained deeper understanding of the 2nd and 3rd phase of the project, at critical moments where there were several doubts, concerns and uncertainties
• Main concerns about communication, integration and aligning expectations where covered promoting a sense of peace and confidence for the team to keep moving forward.