Our Work & Insights

Change is hard. Any kind of change. But transformational change takes it to a new level, largely because we must overcome the inertia of our past successes. Transformational change requires counter balancing forces to change the orthodoxy in companies. ROIG has studied the challenges associated with change. The Laws were developed as an antidote to these implementation challenges.

Artificial Intelligence (AI) holds the promise of transforming industries, optimizing operations, and driving unprecedented innovation. And it is forcing us to mature, adapt and change. Yet, despite its potential, many organizations struggle to fully adopt AI capabilities. Six key barriers often impede AI adoption, leaving critical organizational needs unaddressed.

US-based steel manufacturer leveraged ROIG’s expertise in Retail Planning to redesign S&OP process from the ground up. Our client had a material gap between the sales and operations functions due to both its de-centralized operations and underdeveloped capabilities. The ROIG approach focused on closing these gaps by:
1) Creating alignment on foundational elements of planning including (made-to-stock vs made-to-order, service levels)
2) Identifying & defining the metrics that matter and building supporting reports and tools
3) Redesigned the S&OP Process and monthly business rhythms (weekly, monthly, quarterly, annually).

These efforts resulted in increased inventory turnover and in-stock improvements and created a more efficient network.

Nearly all businesses have portfolios of products and/or services (business units). And much like a financial portfolio, they are not created equal, nor should they be expected to perform in the same way. Our Portfolio Management Model factors in several insights – customer, industry, competitive, and internal performance, to name a few – with the goal of accomplishing three objectives: seamlessly connect company strategy to business unit strategy, ensure the proper allocation of scarce resources, and optimize overall performance.

The model considers the following areas:
1) ROLE tells us what the job of the business unit is, including what is more or less important for “winning” in the market
2) INTENT tells us the degree to which the company wants to invest resources, in other words should they “press the accelerator” vs. “tap the brakes”
3) RESPONSIVENESS tells us what should happen when we give more resources (i.e., labor, capital, inventory, advertising) or change the price (elasticity of demand)

Most companies do not employ a holistic view to remuneration (compensation). Unfortunately, this results in employee dissatisfaction with their fixed or variable pay or both. It also creates disconnection between the employee and management related to pay for performance and creates the potential for barriers to change efforts. Ultimately this leads to suboptimal performance and turnover.

ROIG developed a Nine Elements of Compensation Philosophy to combat these barriers and guide leadership through the compensation development process. This process leverages our in-depth knowledge of performance analytics and how they connect to strategy, coupled with both financial and human resource acumen.