They say hindsight is 20/20. Certainly, the current economic crisis hit many companies out of the blue. Was the writing on the wall simply obscured from our view, or were we just too blind to see it? And more importantly, has our vision cleared enough to recognize the signs next time, before it is too late? This is a time of reflection for many companies pondering the could have, would have and should have. While we must all look to the past and learn from it, we must also look forward. Where do we go from here? What processes need to be in place to prevent this from happening again? These slower times provide opportunities for companies across all industries to review their processes in preparation for the upswing and learn how to identify future downturns more quickly.  Several companies have a major lag between the time they realize demand has slowed and the time it takes to adjust. Most commonly, I find this is due to disconnected and siloed information across the enterprise. The recent slowdown has led to the discovery of a breakdown in communication and data sharing between sales, production and finance. This lack of accurate and timely data sharing leads to delayed reactions and limits the flexibility to proactively respond.  The cause is a reliance on disparate systems of information across the enterprise that must be manually consolidated. Companies of all sizes are prone to this, and many still rely on what I call a time-lagged, stagnant collaboration, otherwise known as Microsoft Excel. This data is static, based on the moment in time it was pulled from the system. By the time it is passed from department to department, the information could be weeks old and full of errors from manually re-entering the information as it climbed the corporate chain. 

Visibility is knowledge, and knowledge provides the power to act. A company that has evolved from simple spreadsheets to a centralized, enterprise-wide database that can access general ledger and sales information provides its managers with the real-time, detailed information they need to perform their job every day. The company is able to generate a sales budget, which seamlessly streams into the inventory budget and, in turn, flows into the warehouse and/or operations budget. As data in one department changes, it can be refreshed throughout the enterprise to provide a single version of the truth.  This visibility across various budgets and the impact of each on another provides the confidence needed to walk in to the board room and know your data is as current as five minutes ago, even though you worked on the presentation for several weeks. This is the power today’s systems can deliver: clarity to provide insight into the management of activities and resources needed to achieve corporate goals. The result is that the actual, budget and forecast data are all integrated into a single application, allowing a company to perform side-by-side comparisons. This near real-time data can be used to evaluate whether to ramp up or scale back production, augment delivery times or adjust labor requirements. The economic reality of the past 18 months has led many companies to drastic cost-cutting measures to stay afloat. While this can be an effective short-term tactic, the impact of dramatic workforce reductions, decreased production and increasing inventories has to be continually evaluated throughout the product or service’s lifecycle. If not, the company places itself at even greater risk when the economy begins to improve because it is not able to get up to speed as quickly as needed. In one approach to cost cutting, a company might review sales and operations data for underperforming products or services and suggest currently unprofitable lines be terminated. The same can be said for low-margin customers. Such radical actions, although justified by the initial analysis, can have very expensive long-term consequences. Restarting production may be vastly more expensive than continuing production at lower run rates, not to mention the marketing investment required to communicate the cessation and then subsequent reinstatement of a given product. Unfortunately, without the insight to accurately understand the data your systems produce, you will not know what the right decision for your company is. For example, a company may decide to scale back production due to a drop in demand, choosing instead to service customer demand through its warehouse inventory. Suddenly, as inventory levels bottom out, there is an uptick in orders. Unfortunately, sales is not privy to the low inventory levels and sold orders that could not be fulfilled. Now, the company is stuck working with suppliers and partners to quickly meet the demand, placing undue pressure on margins. Information silos are inherently subject to communication breakdowns and now have this company scrambling, forcing sales to pull back its efforts to attract new customers for fear of not meeting their expectations.  However, if a company approaches corporate planning as a moving cause-and-effect picture, the change can been seen and accommodated. Instead of silos of information across the enterprise that require data to go through five or six different systems before a customer-facing employee is notified of an issue, events – like the example mentioned above – trigger communications to each relevant party. As demand picks up, companies will have the ability to spot trends, develop a detailed, proactive, analysis-based strategy, and redirect processes to capitalize on new opportunities.  

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