ChangeMaker unlocks value.

Growth programs are principally driven by positive ambition, but empirically, business outcome is much more variable than, e.g., with cost-out. Boosting implementation orientation and context performance are key success factors for growth-oriented programs.

ChangeMaker drives implementation orientation through cascading of revenue or margin ambition, characterization of opportunities, eliciting action and providing rich context.

Fundamental changes to company structure, processes or footprint such as PMI or carve-out require orchestrated execution on hundreds of topics and tasks. Cognitive load on management is massive, from planning all through to effect validation.

ChangeMaker organizes teams, topics and tasks in a manageable structure. Reporting is automated. Management can see status and progress at a glance and can issue actions immediately.

OKRs are a value enhancement method that places business objectives and results under time and form constraints. End product orientation and orchestrated action are required as objectives are defined, cascaded, and translated into measurable results and tasks.

ChangeMaker orchestrates the OKR cycles, guides all levels through objective and key result definition, tracks progress within-cycle and provides management with real-time status information.

All too often, performance management is ineffective because targets are not attended to in the long period between agreement and review. Typically, there is no management process to make targets actionable, and new priorities begin to compete for attention.

ChangeMaker drives implementation focus through development of specific milestones and tasks. Notifications and reminders help to redirect attention to targets. Management can monitor progress throughout the year, so there are no unpleasant surprises at review.

Concerted, determined action across sites and functions is one of the greatest sources of rapid value creation. Yet, this source is painfully underutilized: In most companies, there are no mechanisms in place for coordinating actions at scale.

ChangeMaker is the ideal platform to drive coordinated action at scale. Its visual tree structure relates targets, topics and teams. Progress is visualized from all relevant perspectives, e.g., by project, by site, by lever.

PVO is a holistic cross-functional effort targeting product cost. It requires seamless collaboration between engineering, purchasing, production and other disciplines, open negotiation of trade-offs, and stringent management of the product migration path.

ChangeMaker helps teams achieve significant product cost savings by driving systematic collaboration on the main levers: specification, design, manufacturing and supplier. Please find our Harvard Business Manager article here.

Ops excellence covers a range of approaches to improve manufacturing and supply chain productivity. Knowhow and disciplined collaboration are required to master data analysis (lead times, scrap rates, OEE, etc.) and take initiatives through the PDCA cycle.

ChangeMaker helps teams uncover significant productivity sources by taking them through a stringent process of data analysis and initiative development while keeping management in the loop on status, impact and management requests.

ESG has great ethical, regulatory, marketing and employer branding significance. However, the sheer diversity of topics makes it hard to get a grip around ESG. Tracking financial benefits from ESG helps to put the program at the core of the management agenda.

ChangeMaker takes all project teams through a methodical process of developing environmental, social and governance initiatives. Both material impact and potential financial benefit are being evaluated. Status and total impact are available to management in real time.