We have invested in new systems to transform processes — a new CRM system, a new ERP system to support end-to-end business. We’ve looked at systems that have a high-degree of flexibility, but also were simple enough that we could quickly adapt to the market and customer requirements.
As I said, it is the beginning of the journey. My hope, as the head of operations, is that I can work with all the other business functions to put in place systems and support processes that drive quality, efficiency and better service for our customers.
For business transformation to succeed, lines of business need to collaborate. If you think in terms of your own silos, it might be good on the short run, but doesn’t work long term and the service provided to customers might be short lived. All parties must collaborate to attain lasting success.
Operations sees across the organization, because we receive input from all functions from HR to finance. We can act as the glue between functions. Operations needs to always be at the table, because we have a deep knowledge of the organizations’ people and processes. Whatever great idea the organization has, whether its digital transformation, new consumption models or cloud, if operations isn’t involved you risk that your great idea is impractical.