"We had them come in and map the current state of the process," Jarrett says. "We evaluated the gaps and the issues with it. We went to them and they essentially designed a new process. We went back and forth, just kind of collaborating on what would work for Alere."
"ZS filled in the niche that we needed on the development side," he adds. "They were good at helping us to brainstorm. The hardest part was taking legacy processes and putting them down in detailed documentation. We had to take all that information, go through it and make it consistent. In doing it, we better understood our processes and where we could make even greater improvement."
In all, he says, the process, including the creation of a new data collection and compensation process involving third-party distributors, took five to six months. The partners created the following:
- A vision for a well-run process in finance and a new master data management strategy for the firm
- Scorecards that rate each distributors' efforts to submit data as an incentive to deliver better data, on time
- A master data management solution built with ZS partner Reltio that enables data stewardship
- A new reporting platform that provides visualization and ad hoc analytics
The core of the solution is ZS' ARTiS business intelligence platform, which serves as the primary database. It orchestrates feeds of data from multiple sources, including Reltio to create Alere's new single-source data feed.
"Twenty-five days processing time has now become 10 days of Alere processing time," Jarrett says. "This has given us 500 hours we now can spend on pricing optimization, marketing strategies and campaigns, evaluating margins, product performance, etc. Internally, we saved about $400,000 or so of development costs. Alere could never have developed the same level of solution capability that ZS gave us with the solution that we have now. ARTiS is a backbone of that process and it's an automated solution. We don't have to go through the manual process of every month doing the same thing over and over and over again."
Making change management manageable
As with any such undertaking, Jarrett notes that change management was an important component in making the project successful.
"It's because we're changing what your culture is used to," he says. "You have to educate them about the value. You have to essentially sell it a little bit."
Ultimately, though, he says getting sales on board wasn't that difficult because his team focused on showing them how the new tools would make their work easier.
"The important things are to be patient and dedicate a project team," he says. "I think it's important to dedicate at least a few people so they can fully engage, fully immerse and really make sure they're covering the end user perspective. How does it look for each person, from each user's perspective?"
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