Driving Enterprise P&L Impact with Digital & AI – The Missing Link.
For accelerated business outcomes with genuine P&L impact, you can get more details below . . .
“You can see the Digital Age and AI everywhere but in the enterprise productivity statistics“
The supply of plausible ideas has boomed in the age of AI . . . .
The ability to execute and drive enterprise value has not . . . .
YET!
It has become clear that genuine enterprise P&L impact requires business transformation beyond purely optimizing groups of functional silo activities or polishing with AI.
Enterprise P&L impact requires a “value stream” or “End-to-End Business Process” perspective.
Our End-to-End Processes Operate Everywhere, Key Tasks often “Out of Sight” . . .
Every End-to-End Process has Blind Spots
Silo thinking does little to drive enterprise value and P&L impact
An End-to-End process, cross-functional approach also illuminates the hidden enterprise value that lives in the shadows and “blind spots” between the functional silos.
End-to-end business process orientation, communication, understanding, insight, collaboration and alignment are the critical enablers for transformation, digitization and integration, and thus the delivery of real enterprise value.
Without “End-to-End” thinking and execution we are destined to continue to fail to meet the high expectations of our leaders, our businesses and their shareholders.
If you don’t understand the end-to-end business process . . .
You’re not automating . . .
You’re gambling . . .
It turns out that success in driving genuine Enterprise P&L Impact with Digital and AI-enabled Transformation is nuanced.
Success is . . .
– 10% Algorithms
– 20% Tech and Data
– 70% People and End-to-End Process
Our expert executive practitioners are taking our “Playbook”, Workshops and enterprise value creation programs to leadership teams in GBS, Transformation, Technology, Finance, Procurement and Operations . . .
Thoughts from the GBS leadership community . . . .
“Think like a CFO’ really enables us to bring the end-to-end process together with user experience to create tangible business value” – Michael van der Ploeg – VP & Corporate Controller, Head of GBS – Amway
“Many believe they’re working end-to-end, but when you dig in, decisions are still made in silos. We challenged that assumption to build a shared understanding of what true E2E really looks like. We’re now working toward managing our Business Support Operations in towers with that mindset, focused on ownership, accountability, and enterprise-wide impact.” – Carol Roncagliolo – Head of Global Shared Services – SPECTRIX
“End to End” is an approach that allows you to see through the “outcome lens” and thereby enables you to actually produce “impact” and provide “value” instead of just optimizing individual steps and tasks.” – Tom Bangemann – Author, Researcher, Analyst, Executive Advisor and all round GBS “guru”
“The “Outside In”, or I would say “Customer In”, perspective and “Think Like a CFO” are standout concepts. Reframing our focus on customer experience, revenue, and margin impact is key to the future of GBS” – Shane Abeyratne – Senior Vice President, Global Business Services – Cardinal Health
