Our client knew that packaging was growing as a strategic function within its corporate structure. Yet, managers felt they lacked the tools and processes to be sure they were getting the most from the greater emphasis on packaging. That was particularly true for packaging innovation efforts where packaging was considered too late in the process to be effective. Top managers wanted to know how best to structure, organize, what skills would be needed, and how best to sell their value in the organization.
In 10 years of consulting, PTIS has benchmarked over 100 leading organizations, and built a proprietary database that clearly shows effective management practices across industry segments. PTIS analyzes current practices versus global best-in-class for companies as they integrate packaging into their strategic business strategies. To help our client leverage these insights, PTIS undertook a two-step process:
- First, benchmark the client's current situation. Internal and external stakeholder interviews pinpointed perceptions of packaging's importance, expectations and value in the company. Numerical ratings are used to communicate in quantitative business terms, and establish baseline metrics. The process leveraged PTIS' Expert Workshop to validate the results of individual interviews and build an in-depth assessment of where the company is now.
- Second, deliver a gap analysis of the benchmark against best practices as defined in the PTIS database. The client selected the most relevant 10 best practices from the list of over 20 identified. That involved analysis of project and business practices and how they relate to corporate strategies.
The client developed and implemented a three-year strategic roadmap, refined its organizational structure, and sold the company on integrating Packaging input and involvement at stage zero of their stage gate process. The client was able to reduce overlap by defining functions more clearly, with a focus on packaging R&D. Job descriptions were updated with an emphasis on business communication and new consumer insight skills that were more important than before. Over 35 new innovation and organizational tools and processes were implemented, allowing the client to improve efficiency and effectiveness. Finally, the company implemented metrics to track progress over time.