www.efeso.com

ABSTRACT

In the previous KnowBoTs we have discussed some powerful models that guide organizations towards

accelerated results and progression excellence. Before embarking on any progression journey, be it

operational excellence at a site or an end-to-end value chain excellence initiative, it is imperative to ask a

few fundamental questions: What is the objective/goal of the journey? Where are we today vis-à-vis that

goal? How well (or how poorly) are we performing? What are the gaps we need to close? Are our people

ready for the transformation? Similarly, once the journey has started, we need to continuously seek

answers to: Are we progressing in the right direction? Are we levelling up our maturity on the challenges

we set out? Are people adopting the changes? Are we achieving sustainable results?

Over the past 40 years, EFESO has gained vast global experience, across industries, in creating proven

assessment and monitoring systems, to answer these questions. The systems provide the capability to

know the Current Condition - “What’s going on” and the Gaps - “What to focus on”, which eventually give

the pragmatism to be able to affect results.

Read on to understand the power of EFESO’s assessment and monitoring system, how we measure to Know

and Impact, and some of the results we have achieved with our clients based on our assessment approach.

IMPACTFUL ASSESSMENTS &

MONITORING PROGRESSION Measure to Know and ImpAct

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Measurement alone, cannot be the Goal! It must be part of an overall integrated perspective. A system co-

created while listening to the needs of the business unit or a plant and working together to find the best

indicators to measure what is relevant. The real strength of any measurement or assessment and

monitoring system lies in the breadth and depth of topics that can be covered. EFESO has, therefore,

created an Assessment and Monitoring System that is linked to the three axes – Process, Human Dynamics

and Digital (P-H-D).

PROCESS - It is the most fundamental axis of any business organization. We cover all the dimensions of an

end-to-end value chain; procurement, innovation, supply chain, manufacturing, marketing & sales to

customer service. Based on our best practice and critical success factors, we have devised mechanisms to

assess and measure the "health" of a company's supply chain processes, its success in eradicating losses,

managing performance, the seemlessness of planning processes, etc. Some examples of which are product

feature optimization, synchronized end-to-end planning, loss intelligence, performance management

among many others.

HUMAN DYNAMICS – Ultimately, it is the people who will drive progression and can influence process

indicators. Our assessment system is unique, because we not only measure adoption and engagement, but

also the actual behaviour displayed by people from all levels in an organization, on what we call HD Entities

such as Leadership, Teamwork, Individual Behaviour and Organizational Culture. Getting these insights and

appropriately acting on them can significantly boost the rate of success and sustainability of any

progression journey.

The Power of EFESO Assessment & Monitoring System

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DIGITAL – A digital transformation today is vital for the sustainability and future success of any

organization. It is critical to look at data and data management as the bedrocks for achieving real time

visibility of a business and embarking on digital transformation to align both process and people. We use

the Operations Digital Maturity Baselining (ODMB) assessment model to measure the digital maturity level

of organizations on four dimensions - IT and Digital Architecture, Applied Digital Business Solutions,

Digitization of E2E Supply Chain Systems and Processes and Organization Design and HR Digital Maturity.

Which type of assessment? Hard and soft aspects together to gain

meaningful insights

To provide a holistic view of the current condition and prepare the most rewarding progression roadmap to

fill gaps, the assessments or measurements are always a combination of Process or Digital with HD or may

include all 3 axes. This insight comes from our deep conviction that every progression journey will be more

likely to succeed when it touches upon both the ‘hard’ and ‘soft’ aspects of measuring parameters. The

Concurrent Digitalized Value Chain (CDVC) Model is a case in point, to assess organizations across the end-

to-end value chain through five levels of maturity on the P-H-D axes.

Together with our clients we identify which type of assessment or monitoring best fits their overall business

strategy. The choices are made with respect to the form and size of the measurement. The types of

measurement available can be a quick diagnostic, baselining or maturity assessments, benchmarking,

quantitative or qualitative assessments. The depth of the measurement ranges from deep dives, broad

spectrum scans, snapshot / quick scan and short pulse checks to continuously measure effectiveness. The

best-fit assessment mechanism needs to be in direct sync with the current and future needs of the

business. For instance, a volatile, uncertain, complex and ambiguous business environment will not be

served best by interviews, but by short pulse checks along the way. Similarly, observation by experts,

remote assessments (via technology), electronic or paper surveys, guided self-assessment are various

assessment mechanics available to be deployed and explored.

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Use of advanced analytics adds further credibility to the assessment process as it uses high-level methods

and tools to focus on projecting future trends, events, and behaviors.

The real power of an EFESO assessment and monitoring system is the modular approach that helps

convergence to One Vision and sustains the Progression of all. Our tried and tested models give us the

expertise to define what to assess or monitor. But how we measure is not based on a “one size fits all”

approach. All assessments are as tailor-made as possible, in terms of the current situation and the target

audience of the assessment, always as per standards of our models.

Assessing is an Art, as there is always a human dynamics side to any measurement. When an organization

undertakes a measurement exercise, it sends out a message to its people, in the form of a communication

that can elicit a lot of expectations (e.g., “by doing this assessment, we will improve our situation”, “by

filling in this survey, I hope things will finally change”).

Also, any form of assessment or measurement is the start of a new learning process, creating awareness

and a sense of urgency. At times, it can be confrontational, challenging, or even disappointing, when the

assessment shows the true picture which can shake people up from their comfort zones. Therefore, next to

designing the most appropriate, relevant and actionable assessment or measurement instrument with the

right content, we always need to have a sound process in place to deal with the human dynamics or

emotional side of it all, tailored to every company’s unique situation and people.

The “cycle of progression” to measure for (Imp)act, not just to Know

That’s why we engage our clients in a collaborative way throughout the whole assessment process.

Moreover, we firmly believe that any type of assessment, whether it’s a one shot thing or repeated

measurement, should follow what we call a “cycle of progression”, setting out the different steps we take

to make sure we measure for (Imp)act and not just to Know.

The Assessment Process

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During the preparation phase we decide together on the topics to assess, and even the wording of the

questions or topics, the choice of tools, etc. which increases not only the relevance and actionability of the

measurement, but also the buy-in of the people that are going to have to act on the results. Also, during

the actual assessment and analysis phases, we fully involve the right people (especially leadership!), giving

them a clear (but supported) role, so that the right people can take the right level of ownership or

accountability at the right time and “adopt” the results.

In the commit phase we support our clients in making firm commitments based on the analysis (helping

them to see the wood from the trees in the sometimes overwhelming amount of data), with a clear flight

path and plan to achieve the desired improvements, with – again – the right accountability at the right

levels. Finally, we make sure that there is a robust progression or follow-up mechanism in place to carry out

and follow-up the commitments, and that people are regularly updated on the progress of improvement

actions.

In conclusion, if done right, any assessment, can go from being a “necessary evil” or “something we believe

we should do”, to being an integral part of any organizations’, departments’, or teams’ progression journey,

giving them the necessary insights on where they’re heading, what to improve and how to act to deliver

sustainable results.

We do not measure for the sake of measuring …

… we measure to KNOW and IMP(ACT)

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In this section we share the insights from some of the numerous assessments we have conducted in

tandem with our clients.

Maturity Assessment for multiple plants of a Pharma Giant

The client is a pharma giant with 87 manufacturing sites in 38 countries, employing more than100,000

people. They approached EFESO to develop an operational excellence assessment system that can help

them converge their Manufacturing System to increase collaboration and the efficiency of their people and

plants. The Assessment process purpose was to generate the Site Improvement Plan aligned with the

Business Priorities and accelerate the speed of change, by gap awareness and emulation. We used the

concept of “self-assessment” to ensure better buy-in from the stakeholders. Further, the entire exercise

was digitally supported by our cloud-based application that provided a robustness to the reporting system,

automatically generated reports and reliable collection of all best practices. The assessment system was

able to show the correlations on three dimensions: Performance, Maturity of practices & systems and

Culture.

At the end of a 3-phase assessment, we were able to achieve the following:

1. Involve over 150 participants and create 30+ certified internal assessors.

2. These assessors were then able to roll out the assessments for the entire group within a year,

thereby converging to the unique manufacturing system for all.

3. Create a massive buy-in for our Digital platforms that the client retained for monitoring continuous

improvement initiatives at its plants.

Results and Key Takeaways

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Periodic Maturity Assessment for multiple plants of a leading Aseptic

Packaging Company

This was the second yearly maturity assessment for a leading system and solutions provider for an aseptic

packaging company’s seven sites across the globe. A very strong correlation has been established between

human dynamics (organization and culture) and maturity of practices and systems.

Key observations, strengths and recommendations within the Human Dynamics axis of this periodic

assessment can be summarized as:

1. The overall cultural change score improved from 55% in 2017 to 71% in 2018.

2. Clear skill matrix and suggestion systems are established and backed up by a strong follow-up

process.

3. Great examples developed for Reward & Recognitions system at a few sites.

4. Going forward, the sites need to further work on engagement of employees in a more structured

and comprehensive way; and

5. Integrating a Positive Reinforcement Model of behavior concept into day to day life of leaders.

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Key outcome of Digital Maturity Assessment

The digital assessment tool - Operations Digital Maturity Baselining (ODMB) provides a complete

understanding of the client status and needs to deliver an unbiased, clear picture of where the company

stands in their digital transformation journey. We

include all domains of the end-to-end value chain and

not just a portion of it. It helps us to correctly identify

the gaps and set prioritized goals and progression plan

towards a self-driving value chain.

Through the Digital assessment of the CDVC Model, we

have identified a 70% gap in Digital capabilities for the

four digital dimensions (know more) when compared to

the expected score of a Level-2 organization. It is

observed that only applied digital business solutions

have a greater than expected score, and all dimensions

are way behind the full level score. A digital progression

roadmap also includes, amongst other solutions, using a Digital PCS for effective meetings and to facilitate

structured analysis for problems and helping to review digitally stored solutions anytime, anywhere.

THE AUTHORS

Dieter Carels

Human Dynamics &

Digital Integration Expert

Lucas Van Engelen

Human Dynamics

International Expert

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Copyright © 2020 EFESO Consulting

“Improving results today, securing results for tomorrow” means achieving tangible business results and

simultaneously developing the capabilities, leadership and culture to continue progressing faster than

competition.

EFESO Consulting brings more than 40 years’ experience and thought leadership, supporting many of the

leading global brands in both mature and emerging markets.

We are a group of over 500 experienced consultants representing 45 nationalities, operating from 35 offices

around the world with a strong presence in Europe, USA, South America, Middle East, Africa and Asia.

Our people bring together hands-on experience and expertise spanning sectors and functional capabilities

and, in an engaging and sustainable way, we partner with our Clients on their progression Journey.

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