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Chapter 1 - From Silo to System: An Integrated Approach to Transformation

Most organizations have a clear vision for where they want to be in five years and what they want to accomplish. They want to be able to take advantage of innovative technologies, have the ability to bring new product/service lines to market rapidly, and drive customer value while reducing overhead. Yet, the traditional approaches to how to get there have left much to be desired. In spite of the progress that has been made over the past decade, industry analysts have seen the success rate of major transformations stagnate.

Yet, recent research by Gartner and McKinsey indicate that there is a light at the end of the metaphorical tunnel—and the way to get there has everything to do with transforming operations from both inside-out and outside-in. To be clear, it is not only about lean/agile internal operations. Nor is it only about putting the customer at the center of the operations universe. Combining these two requires a radical transformation of business operations. In today’s world, the atomized approach is not enough. Total transformation requires an integrated approach.

This white paper will highlight four roadblocks that prevent a truly integrated approach to transformation and will illustrate how the business equivalent of an in-car “navigation system” will empower transformation into an operationally efficient, customer-facing organization. Two case studies will be used to illustrate not only how it has been done before—but also the impact that such a transformation can have on a cross-sector group of organizations. The two industries represented in this white paper are the financial services industry and the retail industry.

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