Executive review
90 days later.
4,218
employee observations connected
31
patterns detected
8
findings investigated
4
actions taken
€1.4M
potential identified
3
measurable improvements
We only show a money number when the evidence we have can carry it. Everything else is counted, not estimated.
What changed
Day 1, next to Day 90.
Same problem, four places
17 employees across 4 locations independently described the same operational problem.
A new process was introduced. Only 3 employees still report the issue.
Two teams, one path
Two teams were building similar internal solutions without knowing about each other.
The projects were connected and now share one development path.
One capability, three users
One capability was used by a single business unit.
Two additional teams are testing it.
What we learned
- The company knows more than its documents record. Most of what mattered was already known by someone.
- The same problem was being solved three times, in three places, by people who never met.
- Where data and people disagreed, the people were usually describing something the data had not caught up with yet.
What remains
- Four findings still need an owner. They were confirmed, not decided.
- One region gave far less input than the others. We don't know yet why.
- Two changes were made too recently to measure honestly.
What became possible
- A capability built for one market can now be offered in two more.
- Two service teams share one knowledge base instead of two half-full ones.
- Leadership now asks a question every month that nobody asked before day one.