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  • Systems and Processes

    “Systems and processes must enable quick decision-making and offer new ways of doing business”

Systems and Processes

“Systems and processes must enable quick decision-making and offer new ways of doing business”

Once we have our data house in order, we move onto Systems and Processes. These are the essential building blocks of each organisation. Every facet of business, from the shop floor, the warehouse, or in the office, is part of a system that can be managed or improved upon. The processes are all the activities inside your company that work together to provide value. If we take a simple example of a sales system, it starts from receiving an order to delivery. Through-out the system there are different processes such as checking to see item availability, booking delivery slot, booking transporters etc.

In designing future fit systems and processes, we start by analysing the data. What is the data telling us about our market, our customer needs, and our regulatory environments? Once we understand that, we can start to design flexible systems and processes. However, in the world we live in, we are inundated with research and our external environment fluctuates on a weekly basis. So, while all of this sounds very simplistic, remember that data analytics is a process-driven system.

The role of systems and processes in leadership and strategic resilience

With adequate data, you can then plan and redesign your organisational strategy. As mentioned, when talking about the importance of data, these models all attempt to make sense of our environment. More data makes for better decision-making.

Systems and processes must enable quick decision-making and offer new ways of doing business. You can no longer delay using technology in all areas of your business to ensure that your product / service offering remains relevant. There are countless uncertainties that will always be present, such as:

  1. Customer sentiment and preferences that may have shifted online and may continue to shift
  2. A change in the location of the workforce, for example to remote working
  3. Government stimulus packages, if available, continually influencing economics
  4. Regulatory and legislative changes that will impact operations

Referring to the example of X-Strat, let’s assume that X-Strat has done their research and decided to expand into online retail. Considering that their target market and purpose remains unchanged, how would they create a connection to give customers that old-fashioned, feel good, friendly customer service? By using a combination of in-store and online selling, this is what their action plan could look like:


Action plan

Customers and employees feel safe in stores

Implement strict health and safety policies

Ensure staff well-being is top priority

Daily check-ins and create network of assistance

Generate revenue: products

Sell only high demand products and essential items

Expand service offering

Create delivery network for online sales

Ensure accessibility to online platforms

Mobile app developed with money transfer capability

Employee development

Upskill staff on necessary skills for digitisation

Keep expenditure low

Negotiate partnerships and collaboration with suppliers

Stay connected with customers

  • Community involvement in outreach projects
  • Engaging with online “influencers”
  • Brand building on social media
  • Build online engagement with the brand

X-Strat can use systems that will alert them of any changes in workforce capabilities, customer needs, supplier blockages and legislative requirements. If designed and implemented properly, these systems will not only add value in times of future crises but will enable business growth and flexibility in the long-term. They would also be able to keep track of current threats such as:

  • Breach of data / privacy issues
  • Online fraud
  • Inability to obtain all relevant data for decision-making (financials, supply chain)
  • Supply chain constraints / inability to deliver online products on time
  • Ensuring cash availability and funding
  • Employee well-being in times of social disconnect
  • The changing needs of customers
  • Customer price sensitivity
  • Customer brand connection lost due to physical distancing