Masters of Digital Transformation

In this final episode of Season 2, Tony Saldanha reflects on the past two seasons of Masters of Digital Transformation before doing his final sign-off as host. Tony has kept his finger on the pulse of digital transformation trends, interviewed incredible guests with keen business insights, and helped listeners navigate a business environment that has experienced significant turbulence while always reminding us to find opportunities to grow and transform our businesses. In this episode, Tony shares his favorite insights from hosting the podcast. Key Takeaways In times of rapid change, take a big-picture view As a society, we are in the midst of the fourth industrial revolution. Unlike the previous transitions that were driven by innovations in steam power and inventions like electricity, our current revolution is driven by digital technology. It may feel like we've been living in an uncertain world for the past few years, but this period has forced businesses (and individuals) to view challenges from a different approach, pivot their plans, and find ways to win over the long term. Digital literacy has accelerated The pandemic has forced so many of us to learn and become more comfortable with digital tools and technologies. From office workers who abruptly had to adjust to connecting with their team remotely, to grandparents who had to learn digital technologies to keep in touch with their grandchildren, multiple generations have become comfortable using digital technologies in all aspects of their daily lives. This opens the door for digital technologies to continue to develop and evolve exponentially. Disrupt your business (or someone else will do it for you) In today's business environment, focusing on continuous 10% improvement is playing things too small. Instead, business leaders should find ways to actively disrupt their strategy through an approach that champions organizational change and communicates the need for innovative thinking. Leaders don't necessarily need to understand all of the complexities behind digital technologies, they just need to figure out how the use cases benefit their organization.

In this episode, Tony hosts Angela Qu, Senior Vice President and Chief Procurement Officer at Lufthansa Group. Angela's more than 25 years of experience have focused on organizational transformation, people development, supply chain management, procurement, and management consulting. Angela was recently named one of the most powerful women working in supply chain by SupplyChainDigital.com and was featured on the Procurement Power List for 2021 by the Chartered Institute of Procurement & Supply. As CPO of Lufthansa Group, her vision is to transform the procurement function to further enable the company's success and create value for the customers, employees, and society as a whole. Key Takeaways Be a humble empathetic leader According to Angela, workforce transformations related to innovation in ESG and sustainability always start with the people. In her over two decades working at Siemens, ABB, and Lufthansa Group, Angela has remained focused on leading with empathy and empowering her teams by hiring people who are sharper and more skilled in key areas and by serving those talented experts. To achieve success, she worked to create an honest, transparent, and fair team culture, which allowed her teams to perform at the highest levels through empathy. Make an impact from a people perspective While Angela's achievements are extensive, she's proudest of not only leading the highest performing units but also having the happiest people working in her organization. She attributes this success to raising leaders who care for their teams by fostering diverse and inclusive cultures that inspire and motivate employees to go the extra mile. Early in Angela's career at ABB, she started a women's development program within her function before it was rolled out globally. This program now serves as the framework for their entire DE&I program. Build long-lasting trustful relationships with suppliers Angela led her team with a strong focus to build trustworthy relationships with suppliers through fairness and respect. That does not exclude having high expectations towards suppliers. She encourages organizations to drive end-to-end solutions with ecosystem partners in the area of efficiency, innovation, and sustainability.

In this special episode of Masters of Digital Transformation, we are celebrating International Women's Day. Guest host o9's Vice President of Product Management, Stacie Immesberger is highlighting the experiences of three women, Rachael Clark, Meiling Chen, and Nina Anttila, from the Massachusetts Institute of Technology (MIT) Supply Chain and Logistics Excellence (SCALE) Network, who share what brought them into supply chain, what they see as the biggest challenges in the future of supply chain, and what they hope to achieve in their respective careers. This is an inspiring episode where women in supply chain—each at different stages in their career—reflect on their journeys in the industry, discuss their perspectives on the future of supply chain, and share insights on the career moments that continue to resonate with them. Key Takeaways The “aha” moment While pursuing their respective degrees, Rachael, Meiling, and Nina each had that “aha” moment where they understood the power and potential that supply chains have in connecting the dots between technology and innovation. This opened a world of possibility, and each woman pivoted their initial career paths to further explore and pursue their growing interest in supply chain. The future is about resilience, sustainability, and data All three women also share their insights on some of the biggest supply chain challenges that the industry faces in the years to come. Topics that were top-of-mind included continuing to build resilient supply chains that are designed to respond to disruption or market changes, creating a sustainable, circular economy that helps manufacturers close the supply chain loop, and continuing to invest in data-driven systems that will propel the capabilities of business planning. Staying curious on the path forward A common thread throughout the conversation was how each woman cultivated a sense of curiosity and tenacity throughout their careers by exploring hard problems and finding potential solutions, seeking ways to elevate the supply chain function within corporations, and helping teams embrace digital transformation, all while guiding and inspiring others along the way.

In this episode of Masters of Digital Transformation, Tony hosts Chris Tyas OBE, former Senior VP of Supply Chain at Nestle, SA, and acting Food Supply Director for DEFRA, and Stanton Thomas, Senior VP of Sustainability Solutions at o9 Solutions. Both Chris and Stanton have championed sustainability throughout their respective careers and share their perspectives on issues like traceability, transparency, and how supply chain planning plays a significant role in developing supply chains that are truly sustainable. Key Takeaways Accountability is Imperative Today's consumers expect transparency in how products are produced or grown and aren't afraid to call out greenwashing when they see it. Corporations that embrace transparency not only within their own organization but throughout each node of their supply chain will be able to show exactly how their products are produced and create a stronger sense of accountability among each tier of suppliers and work towards building a truly sustainable supply chain. Mapping the Supply Chain AI technology is creating opportunities for companies to gain more visibility into their end-to-end supply chain. For example, AI web crawlers can aggregate data to identify risk factors within a business's supply chain infrastructure. However, mapping out a supply chain is an intensive process that requires major investment and doesn't easily link to data upstream and downstream to trading partners. To ensure a stronger ROI on supply chain mapping, businesses will have to act collectively at the sector level and leverage a data repository to ensure supplier data is accessible across the end-to-end supply chain. The Digital Twin's Role in Sustainability Digital twin technology will become a fundamental aspect of building a sustainable supply chain. When an organization incorporates a digital twin into its business and supply chain planning strategies, the digital twin can incorporate ESG data that will help inform how an organization can achieve initiatives like reaching NetZero or reduce/eliminate environmental risk factors within a supply chain.

From witnessing corporate mergers and acquisitions after the fall of the Berlin Wall to hedging business constraints during the COVID-19 pandemic, Philippe Lambotte brings unique experience to the digital transformation process. In this episode of Masters of Digital Transformation, Philippe, former VP Planning at Johnson & Johnson, speaks about his experience in facilitating transformation across multiple organizations including Kraft Heinz, Merck, Johnson & Johnson, Mattel, and Tonal Systems. Philippe offers great insights in facilitating transformation across a variety of industries, explains how globalization trends have come full circle, and shares why making transformation relevant at the employee level is a necessary component of change leadership. Key Takeaways From Global Back to Local In the 1990s and 2000s, many companies globally outsourced their manufacturing processes to reduce costs. But in recent years, supply chain disruptions fueled by climate change (e.g., extreme weather, etc.) are causing companies to return to local manufacturing processes to help improve product lead times and ease supply chain constraints. Transformational Common Standards Throughout the COVID crisis, QR Codes (derived from UCC AI standards) have become a pandemic MVP by allowing individuals across the globe to show digital proof of vaccination while traveling or dining in a restaurant. Philippe points out that this technology might not even exist if it wasn't for industry leaders, retailers, and manufacturers developing the UCC standards. He believes that future innovations rely on continued industry stakeholder collaborations to develop common standards to be used by organizations across industries. Understand How Change is Perceived Gaining buy-in for change requires a strong vision and end goal, but employees also need to see the incremental phases to maintain morale. For employees that are in the day-to-day work of an organization's transformation, are they seeing beneficial changes or, as Philippe says, “are they seeing a long, painful journey where you have to double the number of hours to build the future?”

In this special edition of Masters of Digital Transformation, we invite supply chain enthusiasts from o9, Alison Crawford and Patrick van Hull, to look into the future of digital transformation and predict what's coming up in 2022. Sitting in for host Tony Saldanha, Caleb Masters will drive the discussion on the top digital transformation trends of 2022. We gathered the thoughts and predictions of nine cross-industry experts across o9 Solutions. Join us today to learn about 2022 trends including: The expected increase in cyber attacks How organizations and supply chains will react to the United Nations' 2021 climate change report The digital approach to tackling the talent gap And more Want to learn more from industry leaders or your peers? Join the aim10x movement.

In this episode, Tony hosts Katherine Ross, former President of Health Care Services and SVP of Worldwide Customer and Logistics Services at Johnson & Johnson. Katherine's 35-year career in supply chain and operations leadership spans all supply chain functions in the healthcare and CPG industries and includes time at Johnson & Johnson, PepsiCo, and McKinsey. Her varied roles and leadership experience have given her a unique perspective on connecting the dots across the supply chain as well as building diverse global teams. Key takeaways: There is always ROI in building a resilient supply chain Allocating investment towards developing a resilient supply chain creates significant long term value. It may be tempting to make tradeoffs that prioritize boosting cost performance over building a robust, responsive supply chain, but when a crisis happens this decision could put a company at a competitive disadvantage. Being proactive about building stronger customer and supplier relationships, as well as investing in technology, infrastructure, and targeted inventory will help a company better handle demand and supply shocks because they have an extended network that can be leveraged to navigate through volatility. Focus on developing leaders who can connect the dots Today's leadership needs to develop a digital mindset that spans the enterprise, rather than focusing on just their individual function. Digitization can help uncover the gaps between silos and leaders need to connect the dots across those silos to optimize strategy, planning and processes across the organization. Equally important are communications, development, and reward systems that help create future leaders that understand how their responsibilities impact the success of the overall enterprise. Take on stretch roles Katherine has had opportunities to lead global teams in Asia, Europe, and the U.S. She considers it a career highlight to build and lead diverse, global teams with different skill sets and find successful ways to work together to achieve results. She advises new managers to focus on their ability to learn, because it allows leaders to move into new situations, rapidly assess and create potential for successful results. Want to learn more from industry leaders or your peers? Join the aim10x movement.

Glean perspective from a world-renowned digital transformation leader. In this episode, Tony is joined by guest Dr. Carsten Linz, who probably needs no introduction. He is a board member, co-author of the best-selling book Radical Business Model Transformation, a member of the World Economic Forum Expert Network on Digital Economy and New Leadership, and serves as an advisor to boards and CxOs around the world. In nearly 20 years in leadership roles focused on software, data, and digital growth, he has built multiple 100 million euro businesses and led enterprise-wide transformation programs impacting more than 60,000 employees. His most recent roles include Group Digital Officer at BASF, Business Development Officer at SAP and Global Head of the Centre for Digital Leadership. Dr. Linz teaches in executive programs at the European School of Management & Technology Berlin, Mannheim Business School, University of St. Gallen and Stanford Graduate School. In this “Masters of Digital Transformation” episode, Carsten shares insights from more than 20+ years leading companies through the digital transformation journey. Key Takeaways Leading at the Intersection of Business Model and Digital Transformation When embarking on a digital transformation, improvements that only scratch the surface of what's possible isn't enough. For real change to take shape, companies must develop a radically different value proposition and embrace new ways of creating, delivering, and capturing value. In this regard, business model transformation helps leaders to "orchestrate" their digital transformation initiatives, make their transformation sticky, and gain a competitive edge for the organization. Shifting to an Entrepreneurial and Transformational Leadership During a digital transformation, leaders may have to refocus their priorities. If a leader is primarily geared towards efficiency gains and automation wins, that does not move the needle in a transformation context. New technologies inherently enable new types of innovation and creativity in a domain, rather than simply enhancing traditional methods. In the intelligent age, leadership is about co-creating the future and leaders should put more focus also on business model and operating model transformation, changes that are more substantial, more sticky, and more entrepreneurial in nature… Scaling-out Digital Business Impact In contrast to the prevailing "separate-then-integrate" model in consumer-facing companies, digital transformation in industrial companies in particular rather follows an "embed and then scale up" approach. New digital technologies were already embedded within a division, and the process of scaling them up often involved working from the customer/user backwards, giving them greater autonomy to facilitate their growth, and securing robust sponsorship and backing from the top.

From a daily wage worker to now running the show… In this episode Helen Davis, Head of Supply Chain North America for Beauty & Personal Care and Home Care at Unilever, speaks about her career in supply chain. Helen has worked in the US, Middle East, India, China, and Germany, driving digital transformation in some of the biggest CPG companies in the world. She is an inspirational mentor and a powerful voice for women in the industry. Helen breaks down the dos and don'ts of digital transformation, the ‘pulling the string' method and why you've got to show your customer value early and act fast to build trust in the project. Key takeaways: Pulling the String If a customer pulls too much inventory, there will be a domino effect across the supply chain. In the 1990s it was all about demand-driven supply chains whereas today, planners throw their forecast out the window as they realise it will never be right. There is too much volatility. Agile supply chains backed up with data and AI/ML are now the go-to. Change Management Change management is where 90% of major digital transformations fail. Learning the language, walking the factory floor and engaging with the people are vital when attempting to take steps in new directions. SAP, Oracle, Microsoft etc. are based on an approach from the 1950/60s - MRP II, Oliver Wight's stage by stage. You optimize one thing at a time, the plan, then the demand forecast, and then manufacturing and then logistics. This is all done in sequence. Modern technology and solutions instead give you the power to optimize and centralise using algorithms end-to-end. Fast Rollout Value unlocks have to be presented early to quell the tide of doubt that can foster during a transformation. A three year implementation would make people lose interest in the process, particularly without any early positive results. See the transformation less as a marathon but more as a six-month sprint. Enough time to make a difference while maintaining support, from the C-Suite to the factory line. Want to learn more from industry leaders or your peers? Join the aim10x movement.

In this episode, Tony hosts Yemi Adefulu, General Manager Global Supply Chain at Shell. Yemi's 14 year career journey at Shell allowed him to not only acquire a broad experience across new business development, acquisitions, divestitures, and supply chain management, but also develop a love of driving change and generating solutions to complex problems. In this episode, Yemi shares the factors that drive successful change and insights about creating a more intelligent inbound supply chain. Key takeaways: Accept Change: Companies need to embrace the challenges involved in driving transformational change within their organizations. Yemi says that in order for change to gain momentum, those responsible for driving change need to have the tenacity to sustain the process through all phases and accept the successes and failures along a company's transformation journey. Find The Secret Sauce: Understand how top supply chain companies are operating and find ways to incorporate this “secret sauce” into a company's processes and culture. Yemi says to think beyond your organization's operations and pull inspiration from successful supply chain examples across industries including CPG, automotive, energy, or airlines to determine what might work within your company. Create Transparency: A key element of effectively driving change within an organization is creating a transparent process that allows employees to contribute to the process, share experience, and to provide a feedback loop to show employees what contributions were incorporated or not, and why. This allows a good cross-section of employees to have a voice in change, feel that they are valued stakeholders and embrace the efficient co-creation. Efficient co-creation is necessary: The employees involved in and impacted by a transformation journey matter. They need the space and time to fully contribute, but within a timeframe that allows for agile execution. Advice on the role of the leader: When embarking on a transformation journey, set the bar high for benchmarks, include stretch goals, and stay curious about what factors lead to effective change. Understand your customers, the reasons behind change, and ask the kinds of questions that will bring out the essence of needs to be achieved. Empower your employees with a change process framework that they are able to successfully execute. Want to learn more from industry leaders or your peers? Join the aim10x movement.

Some leaders innately understand how to inspire transformation, both in organizations and in people. In this episode, Tony hosts Chris Gaffney, former VP Global Strategic Supply Chain at Coca-Cola Company and current Principal at ECG. Chris built a strong career focused on distribution, logistics, and supply chain, as well as mentorship, and shares his knowledge of digital transformation, with an emphasis on planning. Key takeaways: Seek outside perspectives to inspire your digital transformation It can be a challenge for established companies to embrace change--especially digital advancements. To help facilitate and accelerate digital transformation within Coca-Cola, Chris looked to his industry peers and leaders to see how their organizations' were implementing digital strategies. Another challenge companies may face in implementing digital transformation is gaining buy-in from executives and key stakeholders. Coca-Cola's executives were encouraged to meet with their peers at companies that were leaders in change to help digital transformation concepts transition from “hype” to actionable initiatives. Align transformation with business initiatives Another key way to gain buy-in at the top levels within an organization is to ensure that digital transformation initiatives are aligned with the organization's enterprise strategy. A successful transformation can also take off throughout an organization by selecting “lighthouse” geographies to provide resources and test out concepts that could be applied to the larger organization. Set a foundation to build a legacy Throughout each phase in his career--from logistics to supply chain--operations and planning played a pivotal role. As his career grew, planning processes and strategies (operations planning, infrastructure planning, and supply chain planning strategy) continued to advance. Along the way, he developed tremendous technical, operational, and leadership experience that he continues to pay forward to colleagues and up-and-coming professionals. In doing so, the knowledge that built his career can set the foundation for many careers to come. Want to learn more from industry leaders or your peers? Join the aim10x movement.

Few career paths lead from toys to cannabis… In this episode, Tony hosts Cheri Mara, former Chief Commercial Officer at Ontario Cannabis Store. Cheri shares her retail career journey from Canadian Tire, to Walmart, to Ontario Cannabis Store, and highlights the omnichannel lessons learned along the way. Cheri discusses her thoughts on the importance of knowing customers' buying behaviors, becoming an early adopter and finding like-minded peers, learning from other business models and not being afraid to venture into an emerging industry. Key takeaways: Understand what motivates your customer: Customer sales can be driven by many factors, and it's not always price. Cheri stresses the importance of understanding why and how the customer chooses to buy, especially during the holiday season when product availability often matters more than price (especially in the toy segment). Digging into customer behavior and seeing that they were interacting seamlessly between in-store and online, built a strong case for creating an effective omnichannel model that aligned with demand and customer purchasing patterns. Embrace what's next: Omnichannel and digital transformation are regular conversations in today's business world. But that wasn't the case 10 years ago when key stakeholders weren't as enthusiastic about building an omnichannel model. In Cheri's case, it was pinpointing the processes, resources and people who could support omnichannel that led to her division piloting a global omnichannel integration that ultimately set their brand apart from the competition. There's data to glean--even in emerging industries: When an industry is relatively new, setting up strong data practices is a foundational step, but may be overlooked in the drive to build the business and become profitable. Transactional data can be a great place to start about the data connections between category, product and consumer, to gain a better understanding of what products will resonate with customers. Want to learn more from industry leaders or your peers? Join the aim10x movement at www.o9solutions.com/aim10x.

In this episode, Tony hosts Vikram Agarwal, former Avon CSCO with over 32 years of international experience in FTSE 100 companies. Vikram shares his learnings in driving growth and giving businesses a competitive edge through purpose-driven supply chains and digital transformations. Besides, he talks about managing cross-culturally after working 15 years as an international executive for Unilever. Before leaving Unilever to become Avon's CSCO, Vikram led its business leadership team in Africa, responsible for an end-to-end supply chain across 15 countries with 25,000 employees. Key takeaways: Intercultural management and authentic leadership: Throughout his time in India, Singapore, UK, Africa, and then back in the UK, Vikram developed a global perspective in managing people from various backgrounds, gaining a deep understanding of what moves, incentivizes, and motivates people. Authentic Leadership is the one that cuts across this cultural diversity- purposeful, values-driven and building personal relationships. The business landscape differs in each region, and understanding that has to start from understanding the cultural diversity of the people we work with. Purpose-driven supply chains: Supply chains need to take a 360-degree approach to sustainability. Having witnessed multiple activities that deeply impacted the eco-socio order, Vikram realized that it's not only about sustainable sourcing that enterprises should focus on, but it's also about fair wages, living conditions, cutting out waste, carbon footprint reduction for the environment, and health and wellness for communities and consumers. Value creation through supply chain transformations: Digital transformation of supply chains may fall in the traphole of being unaware of what business values it brings. The supply chain can be the crucial accelerator- when it understands where business value can be created and how the large number of people in the supply chain can become an asset to drive this. How the supply chain contributes to the three fundamental business goals: revenue (through maximizing serviceability and distribution), profitability (cost-efficient supply chains), and cash generation (working capital and CAPEX in the supply chain) The essence of customer service: Outstanding customer service, including speed of product innovation rollout, is the competitive edge of any consumer products business. As shoppers become more demanding and retailers become leaner, the headroom between on-shelf availability and customer service is shrinking. This can only be bridged by smarter demand sensing and flexible production systems. The solution is not more inventory, but smart inventory. Advice to leaders: Focus on people: Define the right points for decisive intervention and autonomise the rest. Sustainability at the core: Be responsible for the socio-environmental-economic impact of products and operations in their holistic sense. Service, Cost and Cash: Stay integrated with business leadership teams, make the business metrics central to the supply chain plans, distribute wide, innovate fast. Want to learn more from industry leaders or your peers? Join the aim10x movement at www.o9solutions.com/aim10x.

In this episode, Tony hosts Filippo Catalano, former Global CIO at Nestlé, and upcoming EVP/Chief Information and Digitisation Officer at RB—Reckitt Benckiser. During his time as head of digital and later global CIO of Nestlé, Filippo oversaw the global digital and tech transformation of the world's largest Food, Beverages, and Nutrition company. Filippo shares his affinity and thoughts on data utilization, its transformative impact, the F.A.I.R. data concept, ethics principles in data and AI, and advice on leaders' role in driving their organizational data strategy forward. Key takeaways: Data for Good: Data is itself neutral and can be used for either good or bad causes. Filippo advised that companies need to take a stance and utilize them not just for their bottom-line interests but also for more purposeful societal or environmental impact. Moreover, they need to partner with the other players, even competitors, to advance fundamental priorities such as sustainability. F.A.I.R. data: To gain the most value and thus create truly data-driven enterprises, data needs to be findable, accessible, interoperable, and reusable. Findable and Accessible data can drive the escalation of useful insights. At the same time, data, regardless of internal or external, must be Interoperable: easy to obtain for different enterprise systems. Finally, real data assets need to be Reusable, or the cost of getting one-offs will exceed the potential delivery and impede speed to value. This strategy also allows companies to empower all employees' data capabilities for greater enterprises' benefits. For example, with the "citizen analysts" movements, Filippo and his team achieved 45,000 monthly active users at Nestlé. Ethics for Data and AI: Integrating the ethical aspect right into the groundwork can help companies more than bookending them on the other side of the transformation. Human-based bias may affect little, but it affects exponentially if conjured with automatic algorithms. Therefore, companies need to make sure they are conscientious and avoid creating "Ethical Debt" by creating, declaring, and implementing broadly strong AI and Data Ethical principles tied with their company purpose and mission. Advice on the role of leaders: Be always on the side of curiosity about tech so that you can drive the organization forward. Do not take shortcuts, always lay a strong foundation, go slower at the beginning to go faster later. Help the organization demystify fears and misconceptions about data and AI. Want to learn more from industry leaders or your peers? Join the AIM10x movement at www.o9solutions.com/aim10x.

In this episode, Tony sits down with Ivanka Janssen, CSCO of Royal Phillips, while she shares the learning curve her organization is going through while working to make her forecasting 80% AI-driven and completely touchless. From making diversity a top priority to setting up to Python workshops open to all employees, Ivanka's organization is working to prepare employees for the future of automation, robotization, and digitalization. Key takeaways: · Diversity: Diversifying talent and blending teams of experienced professionals with more traditional views on supply chain with younger employees is crucial to success. · COVID Learnings: COVID has taught us many valuable lessons to be carried with us into the “new normal”. For Ivanka, this is investing in data platforms that can help ensure correct lead times, collaboration along the supply chain, and making decisions based on real-time data. · Humans vs Robots: Ivanka explains that robotization is not about the replacement of humans, but rather the re-skilling and redefining of traditional jobs to be more data management-focused and allowing for operations to be more agile and create a steadier output. · Sustainability: Supply chains can be more sustainable and Ivanka is passionate about designing e-commerce packaging to have minimal air, reduced plastics, and have the ability to be managed by automation or a robot. From 2020 onwards, all of Philips' sites will be powered by 100% renewable electricity sources. · Advice: Ivanka's advice to individual success: Be yourself, continuously develop yourself, and always ask for feedback. Want to learn more from industry leaders or your peers? Join the AIM10x movement at www.o9solutions.com/aim10x.

In this episode, Tony sits down with Pat Murzyn, former Director of Global Supply Excellence at Caterpillar, and Raghav Ranganathan, SVP at o9 Solutions. They discuss what it takes to make a digital transformation journey successful, including change management, executive buy-in, and the concept of a “value network.” Here's what you will learn in this episode: Change management: Pat shares his personal change management success story. He created a collegial accountability network, which enhanced collaboration and helped his team improve supplier performance. Executive buy-in: Be supported along your transformation journey. Measure stages of success. Showcase results. Value network: The term “supply chain” is more a “value network” with interconnected semi-autonomous nodes and distribution links. Hardwiring change is crucial to mastering the future of planning. Breaking it down: To make a digital transformation successful, you need to first define your project scope, scale, authority, and accountability. Identifying leadership journeys: Business leaders take smaller steps early in their personal career journeys. Pat advises how best to justify dramatic transformation. Want to learn more and become part of the AIM10x movement? Join us at www.o9solutions.com/aim10x

In this episode, Tony sits down with Dirk Holbach, SVP Global Supply Chain of the Laundry and Homecare Division at Henkel, to give a behind-the-scenes look into what it takes to digitally transform a supply chain of over 30 factories, 50 warehouses, and moving 12 million pallets each year. They'll also be diving into sustainability and eco-efficiency; the trigger for Dirk's digital transformation journey back in 2011 was to reduce his division's overall energy consumption. Listen to the episode to learn how, since then, he and his team quickly began to leverage these digital technologies and connect applications systematically to drive value to the organization. Want to learn more about digitally transforming planning and decision-making processes and connect with your peers? Join the AIM10x movement at www.o9solutions.com/aim10x!

From retailers to consumer brands, industrial manufacturers to suppliers, global companies with traditional operating models are under pressure to accelerate their digital transformation. In this episode, Tony sits down with Chakri Gottemukkala, CEO and co-founder of o9 Solutions, to discuss a) what he's hearing as digital transformation priorities from CXOs of global companies b) how the o9 platform is transforming Integrated Business Planning (IBP) capabilities into the "digital brain" of the enterprise c) advice for transformation-minded executives on how to make it happen faster. Join the AIM10x movement at www.o9solutions.com/aim10x!

In this episode of Masters of Digital Transformation, Tony sits down with Bob Masching, EVP Global Supply Chain at Trident Seafoods, and Fred Baumann, VP Industry Strategy at o9 Solutions. They discuss the stages of disruption organizations face due to the COVID-19 pandemic and how advanced technologies are being used to manage them. Bob draws from his experiences working in the CPG industry to explain how to effectively align commercial and supply chain planning with sensing and mitigating risks, become more agile, and embrace good complexity.

In this episode of Masters of Digital Transformation, Tony sits down with Chris Tyas, former Head of Global Supply Chain at Nestlé, and Stephan de Barse, EVP at o9 Solutions. They discuss how to create a best in class Integrated Business Planning process and address key opportunities such as: How to use real-time market data to spot demand risks and opportunities faster? How to create more accurate forecasts and make better decisions based on prescriptive analytics? How to do gap closure and real-time scenario planning in a smarter way?

In this episode of Masters of Digital Transformation, Tony sits down with Dr. Das Dasgupta, Chief Data Officer of ad agency Saatchi & Saatchi, to discuss how data is made to mimic reality and create the digital twin that allows for the most efficient and value-driving enterprise planning models.

To kick off the first episode of Masters of Digital Transformation, we take a peek inside the mind of Sanjiv Sidhu, Co-Founder and Chairman of o9 Solutions. In this episode, Sanjiv discusses how he has spent his career optimizing planning processes for some of the world's largest companies by shifting away from traditional supply chain management to a hands-free, and fully integrated business planning (IBP) model.

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