A Measured Approach

Saggezza examines every aspect of our clients’ businesses, and our JointStrike™ service allows for a more detailed and measured approach to managing, modernizing, and optimizing the technology assets of PE targets, and ensures that technology is never the bottleneck in achieving the investment thesis. Learn more about the eight main areas of focus in JointStrike™:

 

 

 

 

Target Groups:

  • Marketing and Sales

Drivers:

  • Establishing emotional connection to maximize recall, loyalty, and wallet share
  • Leveraging fast feedback to increase business responsiveness
  • Ensuring consistent, high-quality presentation of brand across all relevant channels

Value:
Understanding the customer base is key and an ever-evolving problem. Creating value-added experiences and appropriate campaigns and offerings can only be done insofar as that clarity has been gained and the information embedded into the daily digital operations of the company. In addition, companies must be able to immediately pivot, responding to changing market conditions and responses, which is difficult for all but the most sophisticated organizations.

Target Groups:

  • Marketing, Sales, and Operations

Drivers:

  • Ongoing pressure on time-to-market and quality of service
  • Demanding market that requires responsiveness and rapid change
  • Need for predictability and guarantees for capabilities in service of strategic plans

Value:
While nothing can replace good strategy, strategy alone is insufficient – a successful organization must identify and overcome their bottlenecks and roadblocks to successful execution of that strategy. From planning, to resource allocation, to best practices and methodology, to metrics, to production release and maintenance, execution and delivery capabilities are a pillar of sustainable competitiveness. Hidden shortcomings in this area can quickly sink an otherwise well-made investment, requiring millions of dollars to overcome. It is critical for any organization that these risks and issues are identified and mitigated as quickly as possible if they wish to realize the planned strategic value that drives boardroom decisions.

Target Groups:

  • Finance and Technology

Drivers:

  • Accelerating realization of opportunities within a specific business framework
  • Operational and strategic integration of applications and technology
  • Enabling development of solutions with low TCO and high ROI

Value: Done correctly, technology can be a massive accelerator for business success. However, it is often looked at as a cost, and marginalized—dropping competitiveness. As the maturity of the technology and platform directly affect a business’ culture and efficiency, it is important to understand which investments to make and when. Even more importantly, to ensure that whatever is produced, bought, and/or launched is done correctly and in the service of business results.

Target Groups:

  • Procurement, Sales, and Supply Chain

Drivers:

  • Enhancing data availability and organizational support
  • Automating key metric gathering
  • Adopting trend analysis and data-driven decisions

Value:
The primary question a data-driven organization addresses is not “What do we think?” but “What do we know?” This requires moving away from acting solely on instinct and guesswork and also breaking the habit of pretending to be more data-driven than you actually are. However, data’s power does not erase the need for vision or human insight.

Because of data, organizations can measure, and therefore know, radically more about their businesses and directly translate that knowledge into improved decision making and performance. The big data of this ongoing revolution is far more powerful than the analytics used in the past. And, as the tools and philosophies of data spread, they change longstanding ideas about the value of experience, the nature of expertise, and the practice of management. Creating a business intelligence and analytics strategy becomes essential to tame all of your data and leverage the real value of data insights.

Target Groups:

  • Human Capital and Leadership

Drivers:

  • Identifying and ingraining key elements of “organizational DNA”
  • Continued mentorship and training focusing on “next generation”
  • Coordinating business units through common goals and regular collaboration
  • Viewing culture as a corporate asset

Value:
Culture is instrumental: it either facilitates and supports organizational success or undermines and inhibits it. Culture serves as a road map, as a set of ground rules and guidelines that articulate the organizational DNA. In a sense, culture is an organization’s operating manual. But unlike a typical operating manual, culture is not a written set of instructions or a narrative.

Accounting for much of the differential in corporate performance compared to “culturally unremarkable” competitors, a strong culture is both intuitive and supported by social science. While each culture is unique and myriad factors go into creating one, isolating common elements can be the first step to building a differentiated culture and a lasting organization.

Taking a functional approach to culture, our experience has taught us that culture and its components are inherently neither “good” nor “bad.” For culture to matter to employees and customers there has to be tangible action driving an organization toward its aspired state. It is not so much the definition of a desired culture that matters, it is “why” and “how” the organization achieves that desired state.

Target Groups:

  • Procurement, Sales, and Operations

Drivers:

  • Integrating and streamlining digital systems
  • Achieving an objective-focused target operating model
  • Shifting focus of digital transformation from solely customer-facing areas to operations

Value:
The path to fully digitized operations is not easy. Organizations who react to hype will find themselves with a sea of data but poor information and little business value. Emerging technologies like IoT and big data are only enablers, not solutions. But while companies grapple with these risks, the benefits, in terms of connected new products, tighter ties with customers, and more efficient operations, are equally significant.

The key challenges in successful digital operations, however, remain defining clear solutions with strong value propositions, developing the right set of capabilities, and finding the right talent. Strategic planning, including a well-defined road map for implementing the technical, organizational, and business process changes, begins with honest internal evaluation.

Target Groups:

  • Service, Logistics, Operations, and Human Capital

Drivers:

  • Implementing processes and structure to enable effective scaling
  • Aligning capabilities, internally and with respect to competitors
  • Forecasting future demand and responding based on quantitative data

Value:
Adding and maintaining capacity effectively enables opportunities of scale, while developing capabilities provides necessary differentiation. Dynamically reconfiguring internal and external competences around capacity and capability allows an organization to rapidly address changing business environments.

Recognizing gaps in resources that operationalize capabilities is the first step in effectively driving business outcome, catalyzing business growth and customer delight.

Target Groups:

  • Marketing, Sales, and Human Capital

Drivers:

  • Developing tracking and version control implementation, facilitating compliance audits
  • Quantifying content effectiveness and attribution
  • Automating publishing across all channels, including managing repository and workflow
  • Improving overall capacity and ability to produce all content required to meet business needs

Value:
One hidden burden of the digital age is the massive increase in the amount and variety of content an organization must manage. Today’s companies are overwhelmed–not just with the sheer volume of material, but with effectively building, managing, and distributing it on a global scale.

Intelligent use of data and appropriate metrics helps teams to focus on what’s working and to identify opportunities to collaborate repurpose, but all content must resonate emotionally. Automation and coordination also play a part, but all business units and IT must work hand in hand to define a measurable strategy. Moreover, adopting a human-centered approach to distill content into targeted, engaging stories is one aspect of a constantly evolving content strategy that reflects business objectives.

 
 

Target Groups:

  • Marketing and Sales

Drivers:

  • Establishing emotional connection to maximize recall, loyalty, and wallet share
  • Leveraging fast feedback to increase business responsiveness
  • Ensuring consistent, high-quality presentation of brand across all relevant channels

Value:
Understanding the customer base is key and an ever-evolving problem. Creating value-added experiences and appropriate campaigns and offerings can only be done insofar as that clarity has been gained and the information embedded into the daily digital operations of the company. In addition, companies must be able to immediately pivot, responding to changing market conditions and responses, which is difficult for all but the most sophisticated organizations.

Target Groups:

  • Marketing, Sales, and Operations

Drivers:

  • Ongoing pressure on time-to-market and quality of service
  • Demanding market that requires responsiveness and rapid change
  • Need for predictability and guarantees for capabilities in service of strategic plans

Value:
While nothing can replace good strategy, strategy alone is insufficient – a successful organization must identify and overcome their bottlenecks and roadblocks to successful execution of that strategy. From planning, to resource allocation, to best practices and methodology, to metrics, to production release and maintenance, execution and delivery capabilities are a pillar of sustainable competitiveness. Hidden shortcomings in this area can quickly sink an otherwise well-made investment, requiring millions of dollars to overcome. It is critical for any organization that these risks and issues are identified and mitigated as quickly as possible if they wish to realize the planned strategic value that drives boardroom decisions.

Target Groups:

  • Finance and Technology

Drivers:

  • Accelerating realization of opportunities within a specific business framework
  • Operational and strategic integration of applications and technology
  • Enabling development of solutions with low TCO and high ROI

Value:
Done correctly, technology can be a massive accelerator for business success. However, it is often looked at as a cost, and marginalized—dropping competitiveness. As the maturity of the technology and platform directly affect a business’ culture and efficiency, it is important to understand which investments to make and when. Even more importantly, to ensure that whatever is produced, bought, and/or launched is done correctly and in the service of business results.

Target Groups:

  • Procurement, Sales, and Supply Chain

Drivers:

  • Enhancing data availability and organizational support
  • Automating key metric gathering
  • Adopting trend analysis and data-driven decisions

Value:
The primary question a data-driven organization addresses is not “What do we think?” but “What do we know?” This requires moving away from acting solely on instinct and guesswork and also breaking the habit of pretending to be more data-driven than you actually are. However, data’s power does not erase the need for vision or human insight.

Because of data, organizations can measure, and therefore know, radically more about their businesses and directly translate that knowledge into improved decision making and performance. The big data of this ongoing revolution is far more powerful than the analytics used in the past. And, as the tools and philosophies of data spread, they change longstanding ideas about the value of experience, the nature of expertise, and the practice of management. Creating a business intelligence and analytics strategy becomes essential to tame all of your data and leverage the real value of data insights.

Target Groups:

  • Human Capital and Leadership

Drivers:

  • Identifying and ingraining key elements of “organizational DNA”
  • Continued mentorship and training focusing on “next generation”
  • Coordinating business units through common goals and regular collaboration
  • Viewing culture as a corporate asset

Value:
Culture is instrumental: it either facilitates and supports organizational success or undermines and inhibits it. Culture serves as a road map, as a set of ground rules and guidelines that articulate the organizational DNA. In a sense, culture is an organization’s operating manual. But unlike a typical operating manual, culture is not a written set of instructions or a narrative.

Accounting for much of the differential in corporate performance compared to “culturally unremarkable” competitors, a strong culture is both intuitive and supported by social science. While each culture is unique and myriad factors go into creating one, isolating common elements can be the first step to building a differentiated culture and a lasting organization.

Taking a functional approach to culture, our experience has taught us that culture and its components are inherently neither “good” nor “bad.” For culture to matter to employees and customers there has to be tangible action driving an organization toward its aspired state. It is not so much the definition of a desired culture that matters, it is “why” and “how” the organization achieves that desired state.

Target Groups:

  • Digital Operations

Drivers:

  • Integrating and streamlining digital systems
  • Achieving an objective-focused target operating model
  • Shifting focus of digital transformation from solely customer-facing areas to operations

Value:
The path to fully digitized operations is not easy. Organizations who react to hype will find themselves with a sea of data but poor information and little business value. Emerging technologies like IoT and big data are only enablers, not solutions. But while companies grapple with these risks, the benefits, in terms of connected new products, tighter ties with customers, and more efficient operations, are equally significant.

The key challenges in successful digital operations, however, remain defining clear solutions with strong value propositions, developing the right set of capabilities, and finding the right talent. Strategic planning, including a well-defined road map for implementing the technical, organizational, and business process changes, begins with honest internal evaluation.

Target Groups:

  • Service, Logistics, Operations, and Human Capital

Drivers:

  • Implementing processes and structure to enable effective scaling
  • Aligning capabilities, internally and with respect to competitors
  • Forecasting future demand and responding based on quantitative data

Value:
Adding and maintaining capacity effectively enables opportunities of scale, while developing capabilities provides necessary differentiation. Dynamically reconfiguring internal and external competences around capacity and capability allows an organization to rapidly address changing business environments.

Recognizing gaps in resources that operationalize capabilities is the first step in effectively driving business outcome, catalyzing business growth and customer delight.

Target Groups:

  • Service, Logistics, Operations, and Human Capital

Drivers:

  • Implementing processes and structure to enable effective scaling
  • Aligning capabilities, internally and with respect to competitors
  • Forecasting future demand and responding based on quantitative data

Value:
Adding and maintaining capacity effectively enables opportunities of scale, while developing capabilities provides necessary differentiation. Dynamically reconfiguring internal and external competences around capacity and capability allows an organization to rapidly address changing business environments.

Recognizing gaps in resources that operationalize capabilities is the first step in effectively driving business outcome, catalyzing business growth and customer delight.

 

Contact us to learn more