This week we released a new case study describing how improving data visibility enabled Giorgio Foods to reduce waste by over 70% in just a few weeks.
This story is especially compelling because it is a story of culture change.
Management was pushing for improved results. But many in the company didn’t believe change was possible, or even necessary. These were not “bad” or incompetent people. They simply didn’t know what they didn’t know.
Like many of us, they believed their experience was normal.
Culture Eats Strategy for Lunch
Every business leader knows that company culture drives performance. You’ve probably heard the adage: “Culture eats strategy for lunch.” Leaders can set all the strategic goals they want, but their efforts stumble if the goals run counter to the company culture.
So how do you change culture?
I remember talking about this with a change consultant at a business conference some years back. It was late in a long day, during a “networking break” prior to a final presentation. One more hour and we’d break for dinner. I was lamenting how hard it is to affect change in an organization, and I said, “Change is so hard.”
My companion said, “Actually that’s not true at all. You and I are standing here talking, and if they pushed a dessert cart across the room it would be easy to change what we’re doing and go have something to eat. What drives change is a vision for something different.”
Vision and Data Visibility Drive Change
Our latest case study looks at how Giorgio pivoted their culture dramatically, simply by increasing data visibility. They did it with a low cost, low risk experiment that generated extremely high returns.
There is an interesting back story about this transition that we didn’t include in the case study. About the time the company was wrestling with these challenges, they hired an outsider to fill a fairly low level role in the organization. This new person had experience working with data in another company. He brought a fresh, outside perspective to the situation, and was able to persuade his new employer to take this “safe enough to try” approach.
Safe Enough to Try
“Safe enough to try” was an easy step to take – kind of like watching a dessert cart roll into a conference room at the end of a long day.