Necessity Breeds Innovation

 

The Challenge: Too Many Obstacles, Too Little Time

Powernoodle was approached by an international food and beverage company headquartered in Europe and with a number of regional offices located all over the globe. Their internal audit team needed to conduct their 2017 global risk assessment within a strict time period to meet their year-end requirements. In order to gain a comprehensive understanding of their most urgent organizational obstacles, they needed to fully engage their managing partners in the process, who were dispersed across 50 countries around the globe. To achieve this feat within schedule, they forwent the typical risk assessment and instead chose to virtually conduct nine regional sessions ­over a one-month timeline. Each session would consist of an obstacle assessment to prioritize what the leaders considered to be the top risks and gaps for the company, based on specific criteria. They sought a platform that would be cost & time efficient, reliable, and accommodating to the different locations and time zones of its leaders.

 

The Solution: Facilitated Digitally | Accessible Globally

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1.   CREATE: Using Powernoodle, hundreds of leaders across each of their nine world regions were invited to separate ‘Decision Spaces’ which were pre-populated with the most common risks and obstacles as specified by each region’s partners.

2.   ENGAGE: The leaders reviewed the obstacles, provided specific examples of each, and commented to add their thoughts, share their perspectives, and engage each other in discussion and debate.

3.   VOTE: To assess the financial, reputational, strategic, and operational impact of each obstacle, partners cast votes based on which they felt were most significant to achieving their region’s 3-year plan. Constructive discussion and debate was generated by providing critical insight and rationale explaining each individual’s choices while having to ‘ruthlessly prioritize’.

4.   PRIORITIZE: The most significant obstacles were taken into a prioritization activity, where participants identified where they felt additional management attention was required moving forward, in order to properly address and minimize the obstacles.  

5.   PLAN: Once each region completed the assessment process, the prioritized results and insights were presented to the VP’s for budget and time allocation as part of their annual planning process for the year to come.

 

The Outcome: Quality Results in Record Time

Using this digital approach to stakeholder engagement and decision making, the organization was able to design, facilitate, and synthesize their results well within their budget and time frame, due to the accessibility of the platform and efficiency of the process.

  • Engaged Stakeholders Owning the Process:

Powernoodle’s user-friendly virtual process and 24/7 availability allowed each of the hundreds of leaders to engage independently when it was convenient and most productive for them, regardless of location, time zone, or busyness of schedule – all while still ensuring a collaborate environment. As a result, over 250 leaders were able to participate, resulting in a more diverse range of responses, highly valuable debate and discussion, and a more holistic view of the obstacles at hand.

  • Shared Understanding and Greater Buy-In for Diverse Perspectives:

By anonymously providing honest and candid rationale when assessing each obstacle, and sharing this insight once the results were displayed, stakeholders not only saw the diverse perspectives of their colleagues, but gained a shared understanding of why each of the obstacles were assessed and prioritized the way they were and in turn fostered greater buy-in to the results.

  • Efficiency Through & Through:

Templating allowed the organization to create their Risk Assessment design once and to replicate and administer the same process across each world region, drastically minimizing design time and ensuring consistency across their global operations. Virtual facilitation allowed for flexibility and agility in the process, accommodating the specific and complex needs of each world region. Each region could move through the activities at their own pace, allotting more time to heavily stimulating activities and less to others, given the specific audience and their ‘hot points’. Automatic reporting enabled the internal audit team to collect the summarized data from each session within seconds, and to compare the results from each region side-by-side.

PN7Jill Prince