Our Ninja Retail series focuses on the ways in which retailers can reduce inventory and working capital requirements. You can check out the introduction here. Our previous post was focused on how you can think faster as an organization to reduce inventory and respond to market trends faster. But that only helps so much if your suppliers don’t join the party. Here’s why you need that and how you can make it happen.
Agility demands suppliers moving in lockstep with retailers and the first step is visibility into demand and order status. Our conversations with more than a hundred retailers across the globe post-Covid show us that a majority of retailers still collaborate with suppliers using clunky systems of record, emails or standalone collaboration/productivity tools, none of which truly break down any walls. The walls exist for very good reasons.
Continue reading “Ninja Retail: Retailers & Suppliers, A Three Legged Race or Synchronized Swimming?”
Our Ninja Retail blog series focuses on the ways in which retailers can reduce inventory and working capital requirements. Read the introduction here. This blog post discusses the speed of thought of your organization as a whole.
Humans think fast, companies think slow and computers think the fastest. Humans have imagination, companies have bureaucracies that attenuate imagination, but they also have structure. Computers utterly lack imagination but make up for it by performing more calculations in seconds than humans can in years. How you leverage each of these resources decides how fast your company thinks. That in turn drives the speed of enterprise response to sales and customer behavior trends.
Continue reading “Ninja Retail: Winning Companies Think Faster”
1, How to Guarantee & Track Hygiene?
Your customers need you more than ever today. As businesses grind to a halt and getting groceries seems like a drill you have become a lifeline for your customers. We are helping some of the largest brands in the world keep operating at high levels through this crisis. The best companies today monitor their employees’ health very closely and err on the side of caution at the first sign of risk. That keeps them safe. What keeps them operational is their agility in taking corrective actions to ensure hygiene and fast, skillful redeployment of their team.
Continue reading “Stay Safe, Keep Working, Be a #RealHero”
The famous “Why Software Is Eating the World” essay in The Wall Street Journal was written almost a decade ago. There is no doubt today – every company needs to become a software company at some level or the other to survive and grow. No matter your industry, you’re expected to be reimagining your business processes to make sure you’re not on the brink of oblivion. The central question, therefore, is not whether every company will have to embark on some sort of digital transformation and automation journey depending on their business, but rather how they will go about making it happen.
Continue reading “The Rise of No-Code Development Platforms”
If you don’t have a plan or the right tools to execute your plan, your goal is just a wish!
No matter how good your team is, or how efficient your process definition is, if you are not managing the process with the right methodology and tools, you are setting yourselves up for an adventure – and eventual failure in meeting your process goals. One of the most common mistakes which project managers make is trying to follow a single project management strategy, irrespective of the project requirements and scope.
Continue reading “Adaptive vs predictive project management”
Many would tell you, brick-and-mortar establishments are not just on shaky ground, they’re on a precipice of complete oblivion, and that we’re moving wholly towards a digital, on-demand retail future.
The reality is far from this. There is still a place for—and an absolute need for—retail services that help consumers live their daily lives. On the contrary to this death-knell, several essential service/product-based segments are on an expansion spree.
Continue reading “What you can’t measure you can’t improve.”