Navigating the Future: How Automation is Shaping Supply Chains

Welcome back to our series on trends in supply chains! As we established in our first post, technology is having a dominant and direct impact on supply chains and organizations must strategically adapt in order to stay competitive.  

In this post we will dive into four critical pillars (manufacturing, warehousing, logistics, and fulfillment) and critical considerations facing organizations as they assess the future of their supply chains. 

Here are the key components shaping each of the four pillars of supply chains:

Examples of critical elements within each pillar are as follows: 

1. Manufacturing:

• Digital Transformation: IoT, machine learning, and AI drive efficiency and innovation.
• Reshoring: Bringing manufacturing back for quality control and shorter supply chains.
• Co-Location: Strategically placing facilities for optimized transportation and asset tracking.
• Footprint Optimization: Analyzing and improving production operations for cost and flexibility.
• Make to Order (MTO): Tailoring production to actual demand to minimize waste.

2. Warehousing:

• Expansion and Automation: Meeting increasing demands with automation.
• Central Warehouses: Addressing last-mile delivery challenges for quicker transit times.
• Warehouse Management Systems (WMS): Enhancing efficiency in inventory management.

3. Logistics:

• Transportation Systems: Use of advanced planning systems for the optimization of shipments, fleets, and transportation routes.
• Driver Retention: Strategies to counteract declining interest in driving careers.
• Crowdsourced Delivery: Using local couriers for cost-effective local deliveries.

4. Fulfillment:

• Automation Integration: Streamlining processes from order to receipt.
• Direct-to-Consumer (DTC): Bypassing intermediaries for stronger customer relationships.
• Fulfillment Software: Supporting inventory, order processing, and shipping logistics.

A common theme spanning all four pillars and facing organizations today is automation. Whether in manufacturing, warehousing or transportation, companies have been investing significantly in automation to realize efficiency improvements, lower costs, increased capacity, predictable maintenance and improved operational performance required to meet an evolving and dynamic business environment. 

Examples of automation being employed across these pillars include the following:

Optimizing your supply chain in these four areas and factoring in automation involves a strategic, step-by-step approach to identify inefficiencies, evaluate potential benefits, and implement supporting technology solutions effectively. 

The following is a recommended approach for organizations planning to optimize their supply chain and tap into automation opportunities:

Phase 1: Assessment and Analysis

– Identify Pain Points: Begin by identifying inefficiencies, bottlenecks, and challenges within the current supply chain operations. Examples could include high operational costs, low inventory turnover, frequent stockouts or overstock situations, and delays in delivery times.

– Evaluate Current Processes: Map out the current supply chain processes to understand the flow of goods, information, and finances. This helps in pinpointing areas that could benefit from optimization.

– Data Collection and Analysis: Collect and analyze data related to supply chain performance, including lead times, inventory levels, supplier performance, and customer satisfaction metrics. This data will provide a baseline for measuring improvement.

– Technology Audit: Assess the current state of technology within the supply chain. Identify existing technologies and their utilization, integration capabilities, and any gaps that automations could fill.

– Market and Technology Research: Research the latest trends in supply chain automation, including software solutions (like ERP, SCM, CRM systems), hardware (like robotics, IoT devices), and emerging technologies (like AI, blockchain). Understand how these could be applied to address identified pain points.

Phase 2: Strategic Planning

– Define Objectives and Priorities: Based on the assessment, clearly define what the organization aims to achieve with optimization, such as reducing costs, increasing speed, improving accuracy, or enhancing customer satisfaction.  

– Feasibility Study and ROI Analysis: Conduct a feasibility study for the proposed optimization solutions, including a cost-benefit analysis and an ROI forecast. Consider the financial, operational, and technical viability of implementing these solutions.

– Vendor Selection and Technology Sourcing: Identify potential vendors and technology partners. Evaluate their offerings, support services, and integration capabilities with existing systems. Select vendors that align with the organization’s objectives and budget.

Phase 3: Implementation

– Testing: Before a full rollout, conduct tests of the solutions in select areas of the supply chain. This allows for evaluating the impact on operations, identifying any issues in a controlled environment and will help to evaluate how ready the organization is to adopt the new technologies and processes.

– Training and Change Management: Develop a training program for employees to familiarize them with the new technologies and processes. Implement change management practices to address resistance and ensure a smooth transition.

– Deployment: Proceed with the full deployment of the solution, ensuring it is properly configured and aligned with existing systems and workflows.

– Monitoring and Continuous Improvement: After implementation, continuously monitor the performance of the solution. Collect data to measure improvements and identify areas for further optimization. Be prepared to iterate and make adjustments as necessary.

Phase 4: Review and Scale

– Performance Review: Compare post-implementation performance against the objectives and baseline metrics established in the assessment phase. Evaluate the success of the optimization project in terms of efficiency gains, cost savings, and ROI.

– Scaling and Further Automation: Based on the initial implementation’s success, consider scaling the optimization solution to other areas of the supply chain or implementing additional technologies to further optimize operations.

– Feedback Loop: Establish a feedback loop with all stakeholders, including employees, suppliers, and customers, to gather insights on the impact of the new solution and identify opportunities for continuous improvement.

Throughout this process, it’s crucial to maintain flexibility, as supply chain dynamics can change rapidly due to market conditions, technological advancements, or shifts in consumer demand. By following these steps, organizations can ensure a strategic approach to optimizing their supply chain, leading to enhanced efficiency, reduced costs, and improved competitiveness.

The Gunter Group’s consultants offer industry expertise to guide organizations in assessing and optimizing their supply chains and help businesses maximize the impact of their supply chain operations.  Stay tuned for our next post, which will explore tools and practices driving supply chain optimization, including supply collaboration, e-commerce, data analytics, and supply chain flexibility. 

PAST ARTICLES IN OUR SUPPLY CHAIN SERIES

– Navigating the Future: 9 Ways Tech and AI are Impacting Supply Chains

TGG Ranked as One of Oregon’s Best Companies to Work For

Last month The Gunter Group (TGG) was recognized as one of Oregon’s 100 Best Companies to Work For by Oregon Business magazine. The honor marked the ninth time TGG has been named one of the 100 Best Companies to Work For in Oregon.  

As part of the celebration and achievement, we visited with Ande Olson, Manager and Data Services Leader, and Laura Emily, People Leader at TGG to discuss and reflect on this special award.

What does TGG being named one of Oregon Business Magazine’s 100 Best Companies to Work for mean to you?

Ande: It’s a validation of the work our leadership team has done to maintain our culture and it’s an endorsement of how we bring value to our clients that’s different from other companies. We show up differently because we care deeply about our culture and making TGG an enjoyable place to work. Being named one of Oregon Business Magazine’s 100 Best Companies is a wonderful reflection of that diligence. 

Laura: I’m thrilled we continue to be recognized as a best company to work for in Oregon. The Oregon Business Magazine list is actually how I first discovered TGG about seven years ago. Since then, I’ve been fortunate to have experienced our culture in different capacities from my role as a Consultant, to various operational roles, to my current role as People Leader. Ensuring TGG remains an amazing place to work is incredibly important to me. 

This is the ninth time TGG has made the Oregon’s Best list. What do you think contributes to this consistency? 

Ande: Our culture and non-negotiables are at the center of everything we do, from internal, strategic planning to execution for our clients. That focus has allowed us to ensure we have a great workplace and work environment for everyone who decides to work for TGG. We’re fortunate that Oregon’s Best has been able to capture our culture-focused decision-making for the past nine years.

Laura: Our leaders have never strayed from our relentless dedication to preserving our culture. We don’t separate culture from strategy which means that we approach every decision across the firm with impact to culture in mind. In addition, as we grow, we place increasing importance on ways to ensure our employees feel connected, engaged, and empowered to grow with us. 

How would you describe TGG to people outside the organization?

Ande: TGG is a management consulting firm that focuses on pragmatism over dogmatism. We execute on that by focusing on partnering with our clients for the long-term, often requiring us to bend the boundaries of traditional approaches to ensure that we’re creating lasting value for our clients. Our team is dedicated to that mission and when you fold in the focus we have on our culture, we’ve been able to create and maintain a really special place to work.

Laura: TGG partners with our clients to help them solve their business challenges and support them in reaching their short- and long-term goals. We are dedicated to providing exceptional client service by holding ourselves to high standards in the work we deliver and the way we partner. Our non-negotiable values guide all of our interactions, both internally across the team and externally with our clients. 

What elements of TGG’s culture do you appreciate and enjoy the most?

Ande: Two things come to mind: our leadership team’s commitment to transparency and the entire organization’s willingness to collaborate. Our Partners and Principals ensure that everyone understands the direction we’re moving and keeps everyone apprised of major decisions that are being made. It feels good to be included in those big conversations, especially during a tumultuous few COVID years! Additionally, in five years I haven’t once been turned down by someone when asking for help. In the workplace, there isn’t a much better feeling than walking into a difficult situation knowing that you’re fully supported by everyone you work with and that they’re willing to put down their own deliverables to help you out if you need it.

Laura: I most appreciate the amazing people I get to call my teammates. We hire people who are not only exceptional consultants but also great humans. We learn from each other, encourage each other to improve and develop, and genuinely enjoy each other’s company. When you combine that with a love for consulting and serving our clients, you get the magic that is TGG. I feel very grateful to have found TGG and to be in a role dedicated to ensuring we remain an outstanding place to be. 

The 100 Best Companies to Work For in Oregon is an annual showcase that recognizes top Small, Medium, and Large businesses in the state. More than 9,000 employees across a wide range of industries complete an employee engagement survey that encompasses areas such as: management & communications, decision-making & trust, career development & learning, benefits & compensation, and work environment. 

To learn more about a career at The Gunter Group visit: https://guntergroup.com/careers/

Getting Started with Sustainability

As of October 2023, nearly half of Fortune 500 companies are participating in one or more climate initiatives. Patagonia has made it clear that their mission – their entire purpose for existing – is to tackle climate change. Another of the most notable sustainable companies, Unilever, is over a decade into efforts to transform its entire global supply chain.

But, what if your company is just getting started with conversations about sustainability? Amidst all of the various sustainability missions, strategies, and pledges, how does your company determine the best approach for them?

There is a vast sea of content and frameworks that exist across the corporate sustainability space to help companies with this question. Below is just a small sampling of the many frameworks and methodologies available to those looking to get started in sustainability:

However, when I think about how a company can most effectively get started in sustainability, I don’t gravitate towards any of the specific frameworks or methodologies listed above. I think of two simple prompts. 

Prompt #1 – What does Unsustainable mean to your company? (A quick, simple definition of Corporate Sustainability: Running a business in a way that remains profitable/viable without negatively impacting people and the environment.)

Examples:

• Does your company experience challenges with resource inefficiency? For example: Our manufacturing sites are so old. Operating these sites requires a tremendous level of dependence on fossil fuels. Or, the amount of shipping currently required to run our business generates very high emissions.

• Is your company’s environmental impact a strike against your brand? For example: We have great products but millennials don’t feel value aligned with us (according to Nielsen, 75% of millennials consider sustainability before they make a purchase).

• Is your company over-invested in value streams likely to phase out in the future? For example: We manufacture oil containers. That’s what we do well. We are forecasting a significant decline in demand by 2030.

• Or perhaps your company is leaving innovation on the table? For example: We manufacture glass. Sales are stagnant. We haven’t experienced a high growth rate for decades. However, one of our engineers gave a presentation the other day describing how glass could be used to generate solar energy for buildings.

Do any of these examples resonate with your business?

I created these examples utilizing Bob Willard’s “4 Quadrants of Enterprise Sustainability” from the book The New Sustainability Advantage. Willard gave up an award-winning successful career in senior management at IBM to devote himself full-time to building corporate commitment to sustainability. He has a tremendous ability to help companies articulate their business case for sustainability. These 4 quadrants provide an excellent framework to help your company identify where to get started.

Prompt #2 – What are the downstream impacts that being “Unsustainable” has on your business?

• Is it resulting in unnecessary costs (impacting resource efficiency)?
• Is it keeping you from attracting the best candidates (hurting brand + reputation)?
• Is it restricting growth (limiting Innovation)? 
• Is it a threat to your company’s longevity (creating too much risk on the balance sheet)?

These two prompts can help you better understand what getting started in corporate sustainability looks like for your organization. When surfacing these prompts with your team, don’t limit these initial discussions strictly to the leadership level. Don’t exclusively gravitate towards external key subject matter experts. There is likely a substantial level of passion that already exists within your organization on this topic. These initial questions pose a wonderful opportunity to engage your team in meaningful work. Meaningful work helps teams feel engaged and connected to a higher purpose, positively impacting team culture and employee experience. Take your time with these discussions and create opportunities for all to participate in crafting your company’s path forward in sustainability. It will pay dividends in the long run. 

Once you’ve had these conversations and understand what sustainability means to your organization, you need to consider your existing capacity to embark on this work. Do you have the personnel, resources, and knowledge within the organization to be successful? This would be a great time to conduct a readiness assessment. 

At The Gunter Group, we regularly perform readiness assessments for clients that are about to undergo an organizational transformation or major change initiative. We think about organizational readiness through our 4 service pillars: Strategy, People, Technology, and Execution. Below are questions applying these 4 service pillars that can help gauge your company’s readiness to embark on corporate sustainability:

STRATEGY

– Strategy Development: What are your high level objectives? How aligned are these with your complete picture? 

– Strategy Governance: What will you need to put in place to ensure effective decision making? 

– Strategy Management: How will leadership enable iteration and improvement in the strategic direction over time?

PEOPLE

– Organizational Design: What is the right level of collaboration for your strategy? What changes may be required to your organizational structure? 

– Change Management: Are there groups of people within the organization that are likely to be resistant to these changes? How will your company go about bringing them onboard from the beginning to ensure a successful change adoption?

– Leadership Coaching & Development: What critical knowledge and experience gaps exist within the leadership team? What training and coaching is needed to equip leadership to support your company’s strategy? 

TECHNOLOGY

– Enterprise Architecture: What technology gaps exist? Will you be in need of a software implementation or will there be a multi-year technical roadmap required to support your goals?

– Agile Practice: Large-scale change efforts that engage several facets of an organization are best executed through agile business practices. Does your company have experience with agile operating models, or is agile training needed?

– Decision Insights + Data Services: What will your sustainability strategy need from your organizational data structure and measurement capabilities? How can teams be better prepared for changing data requirements? Successfully executing against your company’s sustainability strategies will require understanding your organizational data structure and the availability of the data needed to support your goals.

EXECUTION 

– Program + Project Leadership: Change initiatives are complex. What is the scope of the project? What frameworks will be relied on to support effective planning and project leadership?

– Business + Systems Analysis: What impacts will this change effort have on existing business processes and systems? Do you have the capabilities present within your organization to analyze change impacts? 

– Operations + Process Improvement: Whether it’s waste reduction or operational inefficiencies, operational teams will be impacted by the sustainability strategy. How will they develop a clear understanding of necessary operational & process improvements and how to approach continuous improvement towards the end state?

Be prepared to pursue your sustainability strategies and goals similar to any other significant change effort. Involve your team in a cross functional, collaborative exercise, and don’t let sustainability get siloed within your organization.

At The Gunter Group, we have consultants spanning leadership levels that have experience leading successful change efforts as well as experience leading successful sustainability initiatives. Reach out to us if you’re interested in learning how TGG can support your company in getting started with corporate sustainability.

Navigating the Future: 9 Ways Tech and AI are Impacting Supply Chains

Supply chains are the backbone of the global economy, orchestrating the seamless flow from manufacturers to consumers. They are intricate networks covering vendor selection, raw materials, manufacturing, warehousing, and end-user delivery. Beyond meeting consumer demands, they drive economic growth, create jobs, drive profitability and brand share, and fuel innovation.

In crises like the Covid-19 Pandemic, resilient supply chains shine. Today’s dynamic business landscape demands agile responses to tech shifts, changing preferences, and disruptions. Global supply chains, complex and swift, navigate regulatory changes. Rapid evolution enhances efficiency and cost-effectiveness, enabling organizations to meet demands and conquer challenges. Innovation and data-driven insights are paramount for staying competitive.

In this series of blog articles we will explore the leading trends shaping future Supply Chains. This first article will discuss The Impact of Technology on Supply Chains, with subsequent posts covering the following topics:

– Supply Chain Operations: trends impacting functions such as manufacturing, warehousing and logistics as well as trends in automation.

– Supply Chain Optimization: optimizations such as supply collaboration, e-commerce, data & analytics and supply chain flexibility & agility. The post will also discuss sustainable supply chains.

– People in Supply Chain: the “people” impact resulting from wide-scale changes and how an organization can prepare people for this change.

– Supply Chain Business Environment, Supply Chain Resilience and Change Management: what organizations can expect going forward and how this will impact their supply chains.

Trends in Supply Chain: The Impact of Technology and AI on Supply Chain

In the landscape of global commerce, the importance technology will play in the future of supply chains is paramount. Artificial Intelligence (AI), Cybersecurity, and advanced tools are emerging as pivotal technological components all working together to develop Digital Supply Chains:

• AI brings unprecedented efficiency to supply chain management by optimizing processes, predicting demand patterns, and enhancing decision-making through data-driven insights. Its ability to analyze vast datasets enables organizations to streamline operations, minimize costs, and respond swiftly to market fluctuations.
• Advanced tools, such as Digital Supply Chain Twins, Supply Chain Control Towers, Blockchain and the Internet of Things (IoT) devices foster transparency, traceability, and real-time monitoring, promoting a resilient and agile supply chain.
• Robust cybersecurity measures are indispensable in safeguarding sensitive information, assuring the integrity of transactions and mitigating the risks associated with increasingly complex digital ecosystems. 

As technology continues to evolve, its integration into the supply chain not only enhances operational efficiency but also fortifies the sector against emerging challenges, ensuring a future-ready and adaptive foundation for global commerce.  

AI is providing exciting advancements in supply chains, as exhibited from the following examples:

1. Supply Chain Mapping: AI-driven supply chain mapping involves utilizing artificial intelligence algorithms to analyze and visualize the end-to-end flow of goods, information, and processes within a supply chain, offering comprehensive insights and optimization opportunities. Wal-Mart, Tyson Foods, Maersk and Siemens are real world examples of companies using Supply Chain Mapping to find and engage with alternate suppliers as well as pre-qualify alternate suppliers. 
2. Machine Learning and Predictive Analytics: Machine learning in the supply chain applies algorithms to learn from data, predict trends, and optimize decision-making. This boosts forecasting accuracy, enhances inventory management, and improves overall operational efficiency. Continuous adaptation to new information ensures a responsive and agile supply chain. Companies like DHL, Maersk, UPS, and Vibronyx Inc. leverage AI-driven predictive analytics to analyze historical data, identify patterns, and forecast future trends, enabling proactive decision-making, risk mitigation, and operational optimization.
3. Operational Performance: Specific examples of how AI can optimize operational performance include AI-powered forecasting that can equip operations with improved intelligence to reduce demand-supply mismatches, AI-based algorithms that automate goods retrieval from warehouses for smooth order fulfillment and chatbots to improve customer service. Additional examples include solutions supporting fleet management platforms that optimize routes for a faster and more economical movement of goods and AI-powered autonomous vehicles that can reduce driver costs.

Along with the importance of AI to the future of supply chains, there are various advanced tools, some of which will work hand-in-hand with AI capabilities that will play an important role in supply chains:

4. Digital Supply Chain Twin: A Digital Supply Chain Twin is a virtual simulation of a physical supply chain that uses real-time data and artificial intelligence to analyze and predict its behavior. It helps organizations test scenarios, model different options, and understand the impact of decisions and disruptions on network operations. Real world examples of companies utilizing Digital Supply Chains include Google, FedEx, DHL, GE, Rolls-Royce and Pratt & Whitney.
5. Supply Chain Control Tower: A Supply Chain Control Tower is a centralized platform that provides end-to-end visibility and real-time monitoring of supply chain activities spanning areas such as transportation, warehousing, inventory management and manufacturing. This enables proactive decision-making, issue resolution, and optimization of logistics processes. Real world examples of companies utilizing Supply Chain Control Towers include Coca-Cola, IBM, Nestle, Procter & Gamble and Unilever.
6. Blockchain: Blockchain in the context of the supply chain acts as an immutable and transparent digital ledger, enabling secure and traceable recording of transactions, shipments, and processes across a decentralized network, thereby enhancing trust, reducing fraud, and optimizing transparency throughout the supply chain ecosystem. This technology ensures that each participant in the supply chain has access to a consistent and incorruptible record of transactions, fostering efficiency and accountability. Real world examples of companies utilizing Blockchain include Walmart to track products back to their origin, British Airways and Maersk to manage cargo, and Nestle for their Supply Chain management.
7. Internet of Things: The Internet of Things (IoT) in the supply chain embeds sensors and connected devices for real-time tracking and data collection, fostering increased visibility and efficiency. This enables proactive decision-making, optimizing overall supply chain performance. Facilitating seamless communication between devices, IoT enhances management, provides actionable insights, reduces delays, and offers a comprehensive understanding of the entire supply chain ecosystem. Companies like Amazon, Volvo, and Maersk Line use IoT for warehouse management, monitoring car part shipments, and tracking containers globally.
8. Smart Logistics: Smart Logistics integrates cutting-edge technologies such as IoT sensors, data analytics, and automation to optimize the entire logistics process, enabling real-time monitoring, predictive analytics, and efficient decision-making for improved supply chain performance. Real world examples of companies utilizing Smart Logistics include Amazon using Kiva robots to move goods efficiently across its fulfillment centers, DHL for better inventory management and forecasting, and Chronicled to automate traceability and instantaneously approve financial transactions in the shipping industry.  
9. Cybersecurity: Cybersecurity is set to shape the future of the supply chain industry with key trends. The integration of AI and machine learning enhances adaptability to evolving threats. Blockchain technology fosters transparency and traceability. The rise of quantum computing prompts the development of quantum-resistant encryption. Convergence with IoT devices demands robust security protocols. Emphasizing collaboration and adopting a proactive, risk-based approach are crucial for staying ahead of cyber threats as supply chains digitize.

To reiterate the message at the beginning of this post, supply chains must be agile and adaptable to thrive. Enhancements in technology, such as in the tools listed above will play a significant role in allowing your supply chain to meet future challenges. In addition, as organizations begin utilizing these tools, they will also need to ask themselves the following questions to assess their readiness for implementation:

• What is the intention, or future state design of the supply chain, and will the implementation of these tools get the organization to where they need to go?
• Is the organization ready to implement, and if not what is needed to be ready?
• What is the pre-work needed by the organization to use various AI tools across their supply chain.  Pre-work will span areas such as data preparation, machine learning pre-work, capital investment planning and training.

Today’s supply chains are far from the simplicity of a few years ago, as captured in this post showcasing key technological trends. At The Gunter Group, our team of consultants has extensive experience spanning numerous industries and organizations. We’re poised to offer valuable guidance, address your questions, and help develop supply chains that tackle the diverse challenges of the future.

Stay tuned for our next post, delving into the intricacies of Supply Chain Operations.

The 5 Keys to Successful Change Management in RevOps

Welcome to the final chapter of our RevOps series, where we’ve delved into the pivotal role of RevOps within digital transformation, how to successfully activate RevOps and practical ways to capitalize on RevOps functions through specific metrics. As we conclude this journey, it’s evident that RevOps isn’t just a buzzword – it’s a strategic force that brings together sales, marketing, and customer success teams to propel organizational growth. Yet, implementing RevOps goes beyond a mere structural shift; it necessitates effective change management and enablement structure to ensure a seamless transition and long-term success. 

While we’ve touched on the subject of change management many times, including an overview of different approaches, this blog will zoom in on the nuances of change management and explore the intricacies of navigating sustainable change within the dynamic framework of Revenue Operations.

The Change Management Imperative

Change is rarely easy, particularly in established organizations with ingrained structures and processes. Successful RevOps requires a cultural shift, and effective change management is crucial. Key strategies to navigate this transformative journey include: 

1. Cross-Organizational Leadership Buy-In

Cross-organizational leadership buy-in is essential for successful RevOps implementation. While the initial focus may be on marketing, sales and customer success, ultimately each organizational unit will need to understand its role in the revenue generation cycle. RevOps signifies a shift toward collaboration, breaking down silos for a unified revenue approach. Without widespread leadership support, there’s a risk of resistance and slow adoption. Comprehensive buy-in accelerates acceptance, fostering an empowered culture that embraces change. This ensures the benefits of RevOps are fully realized across the organization, creating a more agile and customer-focused company. Start with hosting cross-functional workshops or strategy sessions where leaders from sales, marketing, customer success, and other key departments collaborate to understand the common organizational goals and how RevOps can support the efforts. 

2. Communication is Key

Clear and consistent communication is the cornerstone of successful change management. Leaders must articulate the vision behind RevOps, emphasizing the benefits it brings to both the organization and individual teams. Regular updates and transparent communication about the upcoming changes help alleviate uncertainty and build a sense of shared purpose. Establish a dedicated communication plan, including regular town hall meetings, newsletters, and interactive Q&A sessions. Clearly articulate the benefits of RevOps to both the organization and individual teams. Use diverse channels such as email, intranet, and video messages to ensure a comprehensive and accessible communication strategy.

3.  Engage Stakeholders Early and Often

Involving key stakeholders from different departments early in the process provides invaluable input for a smoother implementation. Additionally, involving employees in the decision-making process fosters a sense of ownership, making them more receptive to change. Form cross-functional project teams that involve key stakeholders from various departments in the RevOps implementation process. Set up regular feedback sessions and focus groups to gather insights and address concerns around the implementation and post-implementation. Provide a safe digital space in the form of collaboration platforms to encourage open dialogue and feedback. 

4. Training and Skill Development

RevOps introduces a more integrated approach, requiring teams to acquire new skills and adapt to different tools and processes. Investing in comprehensive training programs ensures that employees are equipped to thrive in the evolving landscape. This not only minimizes resistance but also empowers individuals to contribute effectively to the revamped operations.

5. Celebrate Small Wins

RevOps implementation is a journey marked by milestones. Celebrating small wins along the way reinforces the positive aspects of the change. Recognizing and rewarding teams for their efforts helps build momentum and encourages a culture of continuous improvement. Make sure to celebrate your team by communicating their wins throughout the organization via established channels and you may also consider setting up a RevOps milestone based recognition program. 

Sustaining the Change and Evolving with Enablement 

While change management sets the stage for a successful RevOps implementation, the enablement functions provide the tools and support necessary for teams to excel within the new paradigm. Enablement can be defined as an iterative process of providing tools, training and resources so that the teams can be successful. It is not a one-time training session, it’s a continuous nurturing process. Here’s how organizations can leverage enablement functions to facilitate a seamless transition:

1.  Technology Enablement

RevOps relies heavily on technology to streamline processes and enhance collaboration. Ensure that teams are proficient in using the integrated tools and platforms introduced. Collaborate with IT to provide necessary support, training, and troubleshooting resources.

2.  Data and Analytics Enablement

Data is the lifeblood of RevOps. Enable teams to harness the power of data by providing access to relevant analytics and insights. Invest in training programs that enhance data literacy, empowering teams to make informed decisions and drive revenue growth.

3.  Cross-Functional Collaboration Platforms

Enablement functions should facilitate the creation and adoption of platforms that encourage cross-functional collaboration. Whether through project management tools, communication platforms, or shared repositories, these tools play a crucial role in breaking down silos and fostering a culture of collaboration.

4.  Continuous Learning and Development

Enablement is an ongoing process. Implement programs that promote continuous learning and development, keeping teams updated on industry trends, best practices, and the evolving landscape of RevOps. This not only enhances individual skills but also contributes to the overall success of the organization.

Conclusion

Implementing RevOps is more than a structural shift; it’s a cultural transformation that requires a delicate balance of change management and enablement functions. By fostering clear communication, engaging stakeholders, celebrating wins, and investing in enablement, organizations can navigate the challenges and position themselves for sustained growth. We hope that through the TGG RevOps Blog series, you have discovered  that embracing the RevOps paradigm is about more than revenue; it’s about building a resilient and adaptive organization ready to thrive in the face of constant change.

Previous RevOps Articles:

1. Maximizing Revenue and Efficiency: An Inside Look at RevOps
2. Impacting the Bottom Line: The Four Pillars of RevOps
3. Is Your RevOps Strategy Working? Navigating Revenue Operations for Growth

TGG Named a Top Provider of Digital Transformation and Agile Services

We are excited to share that The Gunter Group was recently named one of the “10 Most Promising Agile Service Providers” in 2023 by CIOReview magazine. CIOReview conducted a nomination process during which TGG was identified for its Agile work, specifically within the area of Digital Transformation. The recognition was part of CIOReview’s special Agile edition in early December.  

TGG’s results-driven support for organizations undertaking large-scale digital transformation has proven to be a valuable resource for numerous clients as the imperative for digital transformation grows across industries.

Angela Tekulve, Principal Consultant, commented: 

“Our team acts as a force to unite the leadership team, setting them up for success as change agents for their organization. We deliver necessary training, a well-defined roadmap, and a robust plan to guide clients from their present state to the end state.”

When it comes to digital transformation work, TGG leans on its listen-first approach and digital readiness assessment kit to help organizations avoid digital pitfalls like the lack of a shared vision, misaligned culture and change management, under-resourced digital programs, and ambiguous digital operating models.

The TGG tool kit is effective in identifying and evaluating six domains of digital capabilities typically observed in high-performing digital businesses. These include leadership and strategy alignment, customer-focused values, company culture, technology readiness, the process for resourcing, governance, continuous delivery practice (Agile), and existing digital program structure. It is designed to provide a nuanced understanding of organizations’ digital maturity, empowering organizations with first-hand insights into the gaps and opportunities for improvement in the operation models. 

When considering the challenges of digital transformations Matt Bader, TGG Partner, acknowledged: 

“Common challenges for business leaders undertaking a digital transformation pertain to the cross-functional nature of orchestrating a complex, enterprise-wide change. Divergence of perspectives among senior decision-makers can also present problems, which result in digital transformation efforts often being clouded with confusion and differing interpretations.”

TGG is humbled by the CIOReview recognition and is proud of its ability to unite leadership teams and tailor the approach to their culture and needs for complex, challenging digital transformation initiatives.

Read the full CIOReview profile on TGG here: https://www.cioreview.com/the-gunter-group-tgg

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Interested in learning more about Digital Transformation Readiness? Click here to discover more and download our Digital Transformation Starter Kit.

Is Your RevOps Strategy Working? Navigating Revenue Operations for Growth

In today’s ever-evolving business landscape, achieving sustainable growth is more than just having a remarkable product or service. It’s a complex interplay of various organizational facets that drive thriving enterprises forward. Yet, the process of aligning these functions and optimizing their performance can often feel like a daunting task.

In our previous blog, we delved into the world of Revenue Operations (RevOps), an indispensable strategic framework that acts as the linchpin for your organization. RevOps breaks down silos, fosters collaboration, and harnesses the power of data by aligning your marketing, sales, and customer success teams for maximum impact.

Today, we are diving even deeper into the RevOps data realm, following specific moments during the customer journey that provide valuable operational insights. We will explore critical metrics and how to use data to structure efficient teams as well as to help monitor performance, optimize processes, and forecast revenue effectively. 

Before we get into the metrics, it is important to level set on the foundational approach to organizational data:

1. Baseline Data Maturity and focus on what you ask of your data
   • Level set and understand: All organizations can gain insight from their data, but understanding how mature your data organization is will right-size your ability to create insights.
   • Focus and approach: Leaders should ensure they are asking the best questions of their data. When organizations are aligned on what they are asking, then they can create thoughtful metrics.
2. Establish Shared Metrics for Alignment
   • KPIs for customer journey: Set Key Performance Indicators (KPIs) for the entire customer journey.
   • Alignment of objectives: Shared metrics align the objectives of all teams. This shift from department-specific goals encourages a unified focus on overarching objectives like revenue growth and customer satisfaction.
3. Foster Transparency and Accountability
   • Data sharing and transparency: Teams should have access to data and reporting tools to collaborate and identify areas for improvement.
   • Accountability and responsibility: Team members clearly understand performance contributes to shared goals, fostering teamwork and a sense of ownership, particularly when incentives align with these shared goals.
4. Monitor Performance to Improve
   • Regular performance reviews: Regular performance reviews offer transparency and visibility into each team’s contributions and identifies opportunities for improvement, driving continuous growth and excellence.

Let’s now review specific examples of RevOps metrics that support optimizing your organizational design, facilitate performance monitoring process, and aid with revenue forecasting.

Throughout the customer journey there are key RevOps metrics that provide valuable insights for strategic growth and performance.

1. ORGANIZATIONAL DESIGN OPTIMIZATION

• Account Segmentation Analysis: Effective account segmentation is critical to aligning resources with customer needs. By categorizing accounts based on factors such as size, industry, and buying behavior, sales organizations can tailor their approach to meet the unique demands of each segment. Through account segmentation analysis, organizations can align sellers’ experience and capabilities with the needs of the customer, optimizing their journey. The analysis can also help to reveal operational gaps (headcount misalignment or customer service issues) as well as bring to light opportunities (i.e. high value accounts, markets, industries, and white space). In depth segmentation analysis ensures that resources are allocated optimally, maximizing revenue from different customer groups.

• Territory Design: Creating well-defined sales territories ensures that each salesperson is responsible for a manageable and equitable portion of the market. Territory design can be based on geographic regions, industry sectors, customer types, or a combination of any of those criteria. This flexibility allows sales teams to deliver a more personalized and efficient sales experience to prospects and customers in their designated areas.

• Predictive Modeling: Implementing predictive models helps sales teams identify high-potential leads and prioritize their efforts effectively. By analyzing historical data, behavior patterns, and customer demographics, businesses can predict which prospects are most likely to convert, allowing sales reps to focus their attention on those with the highest conversion potential.

2. PERFORMANCE MONITORING

• Lead Quality: Measure the quality of leads generated by marketing and passed on to sales. This metric ensures that marketing is delivering leads that are more likely to convert.

• Conversion Rates: Track conversion rates at different stages of the customer journey, from lead to opportunity, opportunity to closed deal, and expansion of existing customers. This helps assess how effectively all teams are moving prospects through the pipeline.

• Customer Retention Rate: Monitor the percentage of customers retained over time. This metric is critical for both sales and customer success teams as it reflects the ability to acquire and retain customers.

• Customer Lifetime Value (CLTV): Understand the long-term dynamic value of a customer. Sales, marketing, and customer success teams play a pivotal role in boosting CLTV by implementing effective cross-selling and upselling strategies. By identifying additional needs and offering complementary products or services, organizations can not only enhance customer satisfaction but also significantly increase revenue from their existing customer base. 

3. REVENUE FORECASTING

• Monthly Recurring Revenue (MRR): MRR is a foundational metric for businesses especially with subscription-based models, such as SaaS companies. It represents the predictable and recurring revenue generated from subscriptions on a monthly basis. By tracking changes in MRR, RevOps teams can project future revenue with a high degree of accuracy.

• Churn Rate: Churn rate measures the percentage of customers who cancel their subscriptions or stop doing business with your company over a specific period. A high churn rate can erode your revenue, so by forecasting churn, RevOps teams can estimate potential revenue losses and plan strategies to effectively mitigate churn.

• Customer Acquisition Cost (CAC): CAC represents the cost associated with acquiring a new customer. By analyzing historical CAC data and factoring in conversion rates, RevOps can estimate the investment required to acquire new customers in the future. This metric is vital for understanding the scalability of your customer acquisition efforts.

• Sales Pipeline Metrics: Various metrics within the sales pipeline can provide insights into future revenue. These include:
  1. Pipeline Velocity: The speed at which opportunities move through the sales pipeline. A faster pipeline velocity often leads to shorter sales cycles and higher revenue.
  2. Opportunity-to-Win Rate: The percentage of sales opportunities that ultimately result in closed deals. By tracking this rate and the value of opportunities, RevOps teams can estimate future revenue potential.
  3. Sales Forecast Accuracy: By assessing the accuracy of past sales forecasts, RevOps can refine and improve future forecasts. Tracking the deviation between forecasted and actual revenue helps adjust strategies for more precise predictions.

When combined, the above metrics provide a comprehensive view of the factors influencing future revenue. RevOps professionals can use historical data and trends to create models that incorporate these metrics, enabling more accurate revenue forecasts. Accurate forecasting is vital for making informed decisions, allocating resources effectively, and sustaining revenue growth in a dynamic business landscape.

So far our series has taken us through the intricate tapestry of RevOps, a strategic framework that dismantles silos, nurtures collaboration, and harnesses the power of data to align marketing, sales, and customer success teams for unparalleled impact.

By forging a common purpose and creating a shared set of metrics, RevOps aligns these diverse teams toward overarching goals of revenue growth and customer satisfaction. Transparency, data sharing, accountability, and performance reviews become the keystones of a culture that encourages teamwork and shared ownership.

In the end, Revenue Operations transcends mere organizational alignment; it is a commitment to continuous growth, excellence, and a customer-centric approach. In our next installment, we will explore effective ways to enable your teams and manage the change, so that your organization can navigate the ever-changing business landscape with confidence, adaptability, and an unwavering focus on the ultimate destination: sustainable growth and lasting success.

Impacting the Bottom Line: The Four Pillars of RevOps

In the last post, we introduced the concept of Revenue Operations (RevOps) and reviewed seven RevOps objectives in the context of Digital Transformation. In this article, we will explore WHY RevOps should matter to your organization, and what to consider when you decide to integrate RevOps principles in your organization.  

Previously, we defined RevOps as a strategic approach that involves aligning and optimizing all revenue-generating functions within an organization. To build on this definition, we will categorize revenue-generating functions based on the revenue life cycle capabilities: 

– Lead Generation

– Sales Productivity and Lead Conversion

– Revenue Recognition and Billing

– Customer Success and Retention

Each of these capabilities is essential in the revenue life cycle but when aligned and optimized through RevOps, it can have immense impact on the success of the organization. For example, TGG recently partnered with a client to optimize their sales function to best serve the organization. After an in-depth opportunity analysis, we connected the findings to their customer segmentation analysis, growth targets and seller performance, creating sophisticated models providing leadership with organizational design options and their impact on headcount and account coverage. 

– Lead Generation: RevOps ensures that marketing and sales efforts are closely aligned, resulting in higher-quality leads and improved conversion rates. It streamlines processes for lead nurturing and qualification, enabling the efficient allocation of resources to the most promising opportunities. 

– Sales Productivity and Lead Conversion: Optimizing sales processes, providing sales teams with the right tools, and offering data-driven insights, RevOps empowers sales professionals to work more efficiently and provides focus for their efforts on closing deals that are more likely to convert. It enables real-time visibility into the sales pipeline, allowing for proactive problem-solving and timely interventions to move deals forward. This, in turn, leads to shorter sales cycles and improved win rates. 

– Revenue Recognition: The process of formally accounting for the revenue earned and it involves adhering to accounting standards and practices to accurately record and report revenue. Billing and payment processing are also crucial, ensuring that customers receive timely invoices and make payments. 

– Customer Success: RevOps principles ensure that customer data is not lost after the sale but is actively used to drive post-sale engagement and satisfaction. This fosters long-term relationships, encourages upselling and cross-selling opportunities, and ultimately contributes to higher customer lifetime value.

Connecting and streamlining the main capabilities of the revenue life cycle through RevOps, provides a centralized and essential business motor to drive strategic value. By unifying sales, marketing, and customer success functions, RevOps ensures a holistic, data-driven approach to revenue management. This alignment enhances decision-making, maximizes operational efficiency, and provides a deeper understanding of customer behavior. RevOps empowers organizations to adapt quickly to market changes, identify growth opportunities, and scale effectively. In essence, it transforms revenue generation from a siloed, reactive effort into a strategic and proactive engine that propels business growth and success, making it a backbone function for any forward-thinking company.

Now that we understand the WHY behind RevOps, let’s explore the HOW – that is – how to deploy RevOps. As with every transformation, it involves four key pillars: people, process, data, and technology. Let’s delve into each aspect to understand how to successfully roll out this essential function.

PEOPLE

Building a capable RevOps team is the first and crucial step. RevOps professionals need to possess a unique blend of skills, including sales, marketing, finance, and data analytics. Start by clearly defining roles and responsibilities, then invest in training and make sure to keep your RevOps team updated on industry trends and tools. The most critical activity is to encourage collaboration between marketing, sales and customer success teams to ensure alignment and understanding of a shared vision.

PROCESS

Streamlining revenue-related processes is the cornerstone of RevOps. Start by mapping out your customer journey and end-to-end revenue process that support the customer journey, from lead generation to customer retention. Identify gaps, bottlenecks and inefficiencies in the existing processes. Develop a roadmap to address or preferably eliminate them. Develop and implement sales enablement strategies to equip your sales team with the right resources, content, and tools.

DATA

Harness the power of data – it is the core of well functioning RevOps. Start with ensuring that your customer data is centralized, consistent and accessible. Implement robust analytics and reporting tools to gain insights into sales performance, customer behaviors and revenue life cycle. Above all, value customer trust by prioritizing data security and assuring compliance with relevant regulations. To learn more how to assess your organization’s data maturity, click HERE.

TECHNOLOGY

Markets are saturated with numerous tools that claim to be the be-all and end-all of any given application type, so pick your tools wisely and be very selective. Identify technology gaps in the processes and look for tools that can not only fill those gaps but also add efficiency. Work with your technology team to ensure that the selected tool can be seamlessly integrated into your organizational ecosystem. You want to avoid creating data and/or process silos by adding new applications. Regularly assess the performance of your technology stack and make adjustments as needed to assure technology is efficiently supporting your people, processes and data. 

As you strategize putting RevOps into action, remember that it’s not a brief project; instead, it’s a meticulously orchestrated transformation that requires deliberate change management practices and adept communication. We will explore this topic more later in this series. 

In summary, the Revenue Operations function involves more than just adopting new tools; it’s a holistic approach that requires attention to people, processes, data, and technology. By assembling the right team, streamlining processes, harnessing data, and investing in the right technology, your organization can position itself for sustainable revenue growth and operational excellence. Embrace the RevOps approach, and you’ll be better equipped to adapt to the ever-evolving business landscape and drive success in the long run.

At this point, we shared with you WHERE RevOps fits in the context of Digital Transformation, WHAT RevOps is, WHY it should be important to your organization and HOW to implement it. As we continue with this series, next, we will explore different metrics that will help you organize for success, optimize performance, and maximize revenue.

Maximizing Revenue and Efficiency: An Inside Look at RevOps

In the fast-paced and ever-evolving digital landscape, businesses must embrace change and adapt to stay ahead of the competition. Digital transformation has emerged as a crucial catalyst for success, enabling organizations to optimize processes, enhance customer experiences, and drive innovation. As a resource to support industry professionals, TGG has created a detailed guide to a successful digital transformation that you can download HERE. In the upcoming series of articles, we will be focusing on one aspect of the digital transformation process that often gets overlooked yet is essential for business existence and success: Revenue Operations (RevOps). 

The Role of Revenue Operations in Digital Transformation:

RevOps can be defined at a high level as a strategic approach that involves aligning and optimizing all revenue-generating functions within an organization. 

Traditionally, businesses have operated in silos, with each department focused on its own objectives, leading to fragmented workflows and inefficient processes. Revenue Operations seeks to bridge these gaps and align various functions like marketing, sales, and customer success to work in harmony towards a common goal – generating revenue.

Digital transformation accelerates the need for RevOps, as businesses must adapt to the changing customer behavior and preferences in the digital realm. Embracing data-driven strategies, automation, and analytics allows companies to gain insights into their operations, improve overall efficiency and ultimately support revenue growth. 

The Goals of Revenue Operations

In our experiences supporting client partners through impactful Digital Transformations and RevOps initiatives, successful RevOps have seven main goals.  Each of these goals plays a vital role in supporting strategic outcomes. 

1. Enhancing Customer Experience: In the digital era, customer experience is king. RevOps aims to unify customer touchpoints and interactions across different departments, ensuring a seamless and personalized experience at every stage of the buyer’s journey. By understanding customer preferences and pain points through data analysis, companies can offer relevant solutions, leading to higher customer satisfaction and loyalty.

2. Maximizing Revenue Growth: At its core, RevOps aims to drive revenue growth. By optimizing processes, reducing inefficiencies, and capitalizing on cross-selling and upselling opportunities, businesses can maximize their revenue potential. The focus shifts from isolated departmental goals to a unified approach, where everyone works together towards generating revenue.

3. Streamlining Sales Processes: Digital transformation brings forth new tools and technologies that can optimize sales processes. From lead generation and nurturing to closing deals, RevOps streamlines the sales journey, eliminating redundancies and improving overall efficiency. Automated workflows, AI-powered sales analytics, and customer relationship management (CRM) software enable sales teams to work smarter and close deals faster.

4. Data-Driven Decision Making: Revenue Operations relies heavily on data analytics to drive insights and decision-making. By centralizing data from different departments, businesses gain a comprehensive understanding of their performance and can identify areas for improvement. Data-driven decision making enables companies to be agile, adaptable, and responsive to market changes.

5. Achieving Sales and Marketing Alignment: Misalignment between sales and marketing can lead to lost opportunities and wasted resources. RevOps aligns the objectives, strategies, and tactics of these two critical functions. By fostering collaboration and communication, RevOps ensures that marketing efforts lead to quality leads that are effectively converted by the sales team.

6. Increasing Scalability: Scalability is a key aspect of digital transformation. As businesses grow and evolve, they must be able to handle increasing demands without sacrificing quality. Revenue Operations establishes scalable processes that can adapt to changing market conditions and support the organization’s growth trajectory.

7. Cultivating a Customer-Centric Culture: In a digitally transformed landscape, customer-centricity is a non-negotiable aspect of success. RevOps fosters a culture that revolves around the customer, where every decision and action is taken with the customer’s needs in mind. This approach creates a positive brand image and builds long-lasting customer relationships.

Digital transformation is not just about adopting new technologies; it is a holistic shift that requires an organization-wide commitment to change and improvement. Revenue Operations plays a pivotal role in this transformational journey by aligning sales, marketing, and customer success, and enhancing customer experiences. The main goals of RevOps revolve around improving efficiency, driving revenue growth, and creating a customer-centric culture. By integrating Revenue Operations into their digital transformation strategy, businesses can unlock the full potential of their operations and position themselves for sustained success in the digital age.

In the following series of articles we will provide you with strategic and applicable information that you can use in your organization. Stay tuned as we explore the Revenue Operations topic in greater detail and dive into RevOps components, implementation approach, key performance metrics, enablement and more. We are looking forward to embarking with you on this journey.