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Digital Transformation without a clear sense of purpose and understanding of as-is systems could lead to a disaster. Join Anna Nowak, O2C Business Delivery Manager, Adidas and Greg Ottalagano, Manager of A/R and Credit, Church & Dwight to learn about the six sigma methodology and how to incorporate the principles of continuous improvement to drive long-term transformation for your order to cash process.

On Demand Webinar

Six Sigma Design & Continuous Process Improvement

Session Summary

Digital Transformation without a clear sense of purpose and understanding of as-is systems could lead to a disaster. Join Anna Nowak, O2C Business Delivery Manager, Adidas and Greg Ottalagano, Manager of A/R and Credit, Church & Dwight to learn about the six sigma methodology and how to incorporate the principles of continuous improvement to drive long-term transformation for your order to cash process.

webinar

Key Takeaways

A brief about the Six Sigma Design methodology
[01:00]
Highlights
  • Allows to have failures less than 3% and drives processes to better profits
  • Process knowledge, understanding the bottlenecks, and improving on those is key to achieving a lean six sigma process
The effect and influence of millennial workforce in continuous improvement
[02:30]
Highlights
  • Communicate with your team about the importance of continuous improvement
  • Up-skilling is key to continuous improvement
  • Innovating and bringing change in business is easy with millenials
  • Business improvement depends on employees’ individual improvement
The steps for O2C leaders to approach continuous improvement
[22:00]
Highlights
  • Determine the ‘as-is’ and ‘to-be’ stage
  •  Identify the opportunities, build a plan and build a process and project roadmap
  • Communicate about vision and project expectations with the team
The right approach to the adoption of new technology
[29:52]
Highlights
  • Start in phases as it will help in having control over the process
  • Pick up one region and do the pilot deployment after finalizing the success metrics
  • Communicate to the stakeholders about the NPV, IRR, payback period, etc post achieving the success metrics
  • Plan for global deployment after confirmation from stakeholders regarding the success metrics

Khush Kumar 00:10

Thanks. My name is Khush Kumar and I’ve been part of the solution engineering team. I’ve been with HighRadius for the last six years. And I have consulting experience. I’ve worked with Nike, Starbucks, Johnson and Johnson and so on and so forth. First of all, I would like to thank you all for making into this session for two reasons. One, it’s post lunch. And so definitely, this is the most important session, how to get lean. And the second one, thank you for making sure the longest walkway ever I think I think the first project should be how to get that lean. But to get started, first of all, thank you so much. So to get started. For people like me and a lot for the benefit of the audience, could you throw some more light on what is Six Sigma design right before we get into that conversation, So what is that Six Sigma design? And if you could just put some thoughts there.

Greg Ottalagano 01:10

Okay, who who’s done with who’s dealt with six sigma process improvements? It’s a little bit familiar with it. Now. Early in my career, I worked at General Electric. And Jack Welch is really the guy that drove six sigma. And six sigma means that you’re only going to fail three less than 3% of the time. Okay, which is okay with Six Sigma shouldn’t fail at all, but nobody’s perfect. So we all understand it. But drilling down to where you have 97% process improvements and less failures, and it’s going to drive your processes to better profits, you know, and, but getting that Lean Six Sigma process is, is very important because now you’re going to look at every one of your processes, lay them out, and then understand where the bottlenecks are, what’s holding you up, and, and making you better that’s improving processes. That’s what it’s all about. Right? Because we all work hard. Okay. Technology to HighRadius brings is really making our lives a lot easier. But you still have to do a Six Sigma thing. You got to understand the other scale down your processes so so when you implement a HighRadius product, it’s going to be a lot easier for.

Khush Kumar 02:27

Okay thanks great for that. So Anna over to you I know a lot of people at order to cash managers talk about continuous improvement, it’s always on top of the list. But, could you throw some more light in? Why is it essential for the deans? I mean, like what goals can they achieve in your experience

>Anna Nowak02:46

Absolutely. So today in the morning I attended a session with my colleague from Adidas. Tracy was having a session about millennials and how millennials are trading the business these days. And then I was thinking about this session and actually sort of came to my mind is that the companies these days they are like Millennials as well because the biggest factor the most characteristic thing about millennials is that they are very tech savvy, they want to improve all the time. And they are very, very happy to change all the time. And these this is exactly how the companies these days are behaving I mean, majority of companies are either outsourcing or moving the building the shared service centers and the GBS because they want to continuously improve. And you have to how I think about it is that you have to break it down really from the highest level so the company was to improve. So that means that the team wants to improve and the manager wants to improve and every individual. So to get the results to get to the continuous improvement that the first thing that you have to have you have to you have to really convince your team that this is what they want to do. And if you work with an environment in an environment with people who are you know, familiar with change and that they are very Millennials it’s sort of easier to implement and we just had a brief conversation with with Greg before the session about the differences how it’s how it works with people who are you know, not millennial, for example, or the company has been in places for for many, many years as compared to people who are changing all the time. But back to the question I realized I’m elaborating a little bit is it’s important for the team to continuously improve because without that the company will not improve. That’s as simple as that. So if in AR It’s, it’s even simpler because what you want to achieve in the AR want to reduce your gross crossovers. You want to have things done faster, you want your cash application done correctly, and like in seconds instead of hours or days. So the measurements that you have in this process are very, very simple and very straightforward. And those are things that just don’t happen. Simply, you know, out of the blue, these are the things that are being done by people. So for the company to achieve anything the people have to want to continuously improve, and the team has to want to continuously improve and the leader needs to want to continue.

Khush Kumar05:27

And if you don’t do it, your competitor will

Anna Nowak05:30

And if you don’t do it. Basically somebody else is doing it on the market and then you’re not you’re gonna lose your people and basically immediately, you’re going to have to retrain and you’re going to lose all the knowledge and you’re going to probably have to pay them more as well because new people are always more expensive than the old people. And yeah, the competition is huge in the market and it’s everywhere at this moment, every time that you do any implementation project, whatever you look at the numbers. And if you don’t have the numbers in your company, you look at the data that’s available on the market, right you look at the best in class on in, in the similar area on the market that you are and on the similar technology and you compare yourself to somebody else because he continues to want to continue to do better. And if you don’t do it, you just lose.

Khush Kumar 06:22

How have you approached this continuous improvement and adoption of technology, which is like a more important part like how have you approached the adoption of technology in your company?

Greg Ottalagano 06:31

You know, Church & Dwight, I don’t know of anybody if you guys follow who Church & Dwight is okay, we’re the Armand Hammer people. Okay, we Trojans laundry detergent and hair products tooth paste, kitty litter, you know, whatever it is. But right now, we had just taken my department had just taken over the deductions. So now we’re looking at all the processes that they’re going through. And one of the processes and I was telling handed this earlier. We have over and short deductions. And so it automatically goes down to logistics. People, they get the proof of delivery, and then they send it back up to the production team to issue the credit why they do that? I don’t know. But we’re trying to correct that. But the woman that gets it from logistics, and logistics will tell if it’s a valid or invalid production. She will take it and look at it. It she’ll decide if it’s valid or invalid. And I don’t understand why they do that. You know, and so she’ll take it and if it’s simply invalid deduction, so send a letter out to the customer and then hold the deduction for six months, praying that the customer will pay it back. Now does that make sense? Makes no sense. It’s invalid. And fortunately for us, we have a collection department on site, a collection team or collection agency on site that collects on these kind of invalid deductions. So now we automatically send it over to them. We cut out the six months waiting because you’re losing money every day. You want to collect that money, you know, and so now all of a sudden, the collection agencies turning that money pretty quickly. They’ve already recovered $400,000 In three months. And in the old days, the old way we were doing it. The manager is holding on to that deduction for six months that make any sense? You know, so when you’re looking at Six Sigma, those are the kinds of things you’re going to pick up on, you know, where were the shortfalls? Where’s the bottlenecks, like you know, and try to resolve those, you know, and improve your bottom line.

Khush Kumar 08:36

Okay, from your knowledge, having been in the order to cash faced for long and you just mentioned one of the processes, maybe deciding whether it’s valid or invalid, what are the other wastes in the AR processes? Due to the if you don’t implement technology or adopt technology or go to the Six Sigma way? What are the other wastes in AR that you have seen?

Greg Ottalagano 08:57

You know, on the on the AR side, okay. You know, maybe making collection calls on a time more timely basis. And looking at what everybody’s doing at their desk, okay, where they would what’s your process every day? You know, what’s the first thing you do when you walk in? You know, I want to know what everybody was doing. Okay, and because, you know, been in this in this function for as many years as I have, which is insane, but, you know, driving those people to say, okay, what can you what can you do better? Or do you think you could do something better but in everybody in our company, we have a lot of older people, their skill sets are not that great. Okay, but you know, tell me, give me something that you can work smarter with. Okay, how would you do this? And a lot of them they don’t want to do anything because they’re afraid of losing their jobs. Okay, but that’s not the books all about which is like, and we, you know, drive with people to, to improve their processes and making their lives easier. Also, you know, they could concentrate on other things, you know, that within the company, you know, within their department. Uh, well, we don’t have to send out this letter. We don’t have to do this. We don’t have to do this because Greg said, we don’t have to do this. Okay, but I want to show them why they don’t have to do it. Okay. And that’s, that’s important, because they don’t know why they’re not why they’re not doing something or why they are doing something and they can become good , especially the older people. Your skill sets aren’t that great, you know, and trying to teach them excel. And, you know, putting spreadsheets together sometimes is very laborious, you know, so and you know, like Anna said, you know, millennials come in and, you know, they’re, they want to do everything right away. Okay, which is good, but it’s also bad because they don’t understand some of the downstream upstream effects. The older people do. But they just don’t want to change their ways. But in AR we get a lot of it. You know, I’ve been at companies where they tried doing that, you know, sometimes it works. Sometimes it doesn’t, you know, a, you know, your 5050 DSO, is, you know, five, five days worse than your counterpart over here. And the next department or the next cube. I don’t think it works. Because a lot of older credit guys say, well, they have a job. That’s insensitive, you know, keeping new job, you know, but I think if you make sure that everybody understands your goals and objectives, you’re going to get there in my company. Cash flow is about 25% of everybody’s bonus. So you know, when we go up against the department like you know, or customer service, releasing orders that are not correct, you know, what the wrong pricing or whatever like that, right? First started immediate look, we’re responsible for collecting this money. We’re responsible for improving the cash flow of the company. 25% of your bonus is tied into what we’re doing. So you need to understand what we’re saying you know, so that’s the center.

Khush Kumar 12:25

So Anna one question for you. It’s very nice to see that there’s a buy in on continuous improvement and adoption of technology from both of you. But usually what we are seeing in like Greg was mentioning is that our older employees in the company, even on the management side, right? It’s sometimes very difficult to get a stakeholder buy in. In this conference, as well, we see that a lot of managers who want to adopt change, right, who really want to say I want to adopt this technology, but it’s very difficult to get a stakeholder buy. What are the reasons and why why do you think that something like that could happen?

Anna Nowak 12:56

Well, I think it’s very natural people are at the general afraid of change. In general, people don’t like things that are changing around and they don’t like to change when they don’t know what to change brings. If you tell them what the change does, and what’s gonna happen, how that’s going to happen. What’s the end result, and they can have their expectation set, then they’re not afraid, or they’re less afraid. So my solution is you need to communicate, you need to have a plan and you need to communicate your plan. And you have to be very transparent with your people. You have to be very transparent with your stakeholders and you have to keep them informed. And if something is not working, you have to also keep them informed about the fact that it’s not working. And again, if it’s working very well communicate the success because that’s what gets you the buy in the most but it happens in every single environment. I work in a lot of companies with a lot of different nationalities. And it always happens whether these are younger people or older people, even those young people who are you know that technically Everybody says they’re not afraid to change. They want to change a lot they want to grow. They’re jumping from one company to another. It when it comes sometimes to the moment when you implement great tool in HighRadius I mean, those people, they can count, right? They see that you get 50% automatically from zero. That means that there’s the decision of the job gone . And all of a sudden there’s like no trust in the tool, for instance, and they want to try to twice once or twice or five times, you know, check and verify what are the things that are supposed to be doing if they want to keep their job but that’s not other buddy. Some other people will see the opportunities and the opportunities is what you have to show them basically you have to if there is a plan to cut resources, which in my opinion is not necessarily always the best solution. But if there is a plan to cut resources that has to be communicated but usually. And then I have been working we just been working we have been using the time shaped thanks improvement and process changes on other activities. So if you’re doing cash application, which is pretty boring part and it gets reduced by 50% you can focus on so boring but a little bit more challenging deductions right. You know, you can do some job that is analytical, that is not so much, that it’s something that can work and that can be a little bit more fun. So again, communicate, you have to communicate, you have to show people what’s possible, what’s not possible and there will always be people who will be pushing back. There’ll always be people who will be dragging the team or trying to drag the team down but you have to find your people who are the cheerleaders of the gems of the process of improvement of lean to show the success and celebrate the success and then this is how you can get the fine that’s what I believe in

Khush Kumar 16:16

Thanks. Thanks a lot Anna. How do you handle this fear of losing job? We discussed this in sashi keynote as well yesterday and he there’s a big debate of human versus machine or human plus machine. But Greg what are your thoughts on handling this?

Greg Ottalagano 16:31

It’s a sticky wicket for sure. Like you know, in my company in the deduction’s team. I’m going to say the average length of services in 25years. So these people are skill sets are not that good. So when it’s funny because I’m trying to implement the deduction cloud, so these 15 people are going to be affected. Okay, and they know but like, you know, trying to get them excited about it and showing them what this is going to do for them how much better emojis are job is going to be is what you should be showing. Okay, don’t worry about what’s going to happen in the future. Okay, the company, our company. I think they have to kill somebody on the premises to get fired. Okay? They don’t get a breather anyway. So we’ll just use them in another another part of the company making sure that they understand that the objective is not to replace people, but to make their jobs a lot easier. You know, and the, the simple. I mean, we implemented the Cash Application cloud two years ago, and I am just not silly about how easy this thing is to use. Okay, and I had three people working in Cash Application. So they said they asked me how many people you’re gonna save. I said, we can knock it down to about one and a half. And that’s a bit but the three people that were in there Did nobody wants to jump. We’re just using them in a different capacity. So, you know, people open the Deduction side, they see that there’s that well, nobody lost their job, you know, so Greg’s right, you know, we’re gonna we’re gonna make our lives a lot easier, working smarter, not harder. Because I’m a big proponent of that, like, you know, I don’t want to work any harder than I have to, because I’m a lazy, Crazy guy. And since I’ve been doing this so long, and I you know, I can’t stand it anymore. So, you know, I’m going to make everything as simple as I possibly can. Keeping it simple. One of the things I could say about AR, and I just I tell everybody to just calm down, okay? And when I look at AR, I always tell him, I said, Listen, it’s a math equation. That’s all it is. It’s not making it too complicated. So making sure people understand the objective and implementing something that’s going to make their job easier. You’re not losing your job. We value your experience. You know, I use the term you know, we’re all dead bodies or you know, so it’s important that they know that.

Khush Nowak 19:03

And usually the company grows, in principle they should grow and if the company can go with the same amount of people doing the job for your business, that’s exactly what he wants to do. More or less.

Chris Kumar19:17

So question for both of you. If you had a choice between upskilling your team versus process efficiency, what would you better? Like we talked about skill set. So what could be better?

Khush Nowak 19:28

I wouldn’t go so for the team and for the skill set for many reasons, but the main reason is that also said that earlier that those people are getting those benefits, and there’s also tools and there’s also trade and future. But it’s the people at this moment who are working together people who are developing things, people who are seeing the issues, who are coming with ideas for implementing the improvements and who are really continuously improving themselves and if they continuously improve should be different training, system certification, support, mentoring, coaching, whatever you think of, if you invest in people that can bring so much energy and money back to you. But of course, you have the relatives to work with improvement that can to give the same but you’re one of those people to stay with everyone to grow with looking for companies. So I want in this, given that choice. I would bet

Khush Kumar 20:27

Greg, you

Greg Ottalagano 20:29

Yeah. You know, you’re only as good as the people around you. So you want to make them better. Right? So if you’re doing that you’re going to be more successful the company is going to be more successful. So using technology, you know, trying to increase the skill sets of customer employees that are in there, you could work on that. That’s a long, long process, you know, some people are going to get, you know, doing a pivot table in Excel and some people are not, you know, and so you just gonna have to take those to whoever is going to be good is going to be good. Whoever is going to be bad are going to be bad. Okay. And you’d have to work with them. And but, you know, to me, technology is we’re going forward with this, you know, and it’s not gonna stop, you know, cars are driving themselves. You know, I was watching the documentary on 60 minutes about AI. Okay, and China. They use AI in the classroom, and the way they use it, I don’t know if you just seen this the the segment of 60 minutes, but they have a camera, okay, and AI is picking up the facial expressions of every student and it’s determining whether the student is actually understanding what’s going on, just by his facial expression. So then the teacher can drill down to that student and say, hey, you know, we were doing something today. I don’t think I didn’t. I don’t think you were really getting it. Are we right, you know, and of course it’s a guess like that now, the education is more fun for them. Right? You know, so AI is coming whether we like it or not, you know, and you know, cyber knights and we’re gonna have you know, part of Swartz negar roaming around and but it’s, it’s the wave of future and you got to grasp. That’s what people gonna have to understand. Don’t get left behind.

Khush Kumar 22:28

Anna we already spoke about this, but I think it’s more for the leaders. Right. So this question for you is like, what do you think the Order to Cash leaders like or OTC leaders could do to improve the success of this improvement initiated like what what is their role to control some more light on that because now that you have done it in your company, so how should leaders approach this vision of Lean Six Sigma continuous improvement

Anna Nowak 22:54

Yeah,over simple very very simple that the only difficult step is the first step. If the first or the very beginning you basically need to decide that you need to decide on a vision on you know, three to five years where do you want your team or your company or your business to be? And if you have that, then you can go back and, and, and understand what do you need to do to get this? And this is how you build a plan. This is how you build a process and project roadmap. This is how you identify the opportunities, how we go one by one, and you build that and so you have to have the vision and you have the plan. Then you have the roadmap and it’s all going fine. Then you need the people. And you need your team of course, because your team will be doing it but you also need a group of experts. So I have always been working with whenever we’ve been involved with Six Sigma or, or even more anything related to the topic of continuous improvement. We will always have a bunch of experts who would be guiding us at the very beginning on how to approach it for the given the most of the differences because it’s the business ecology is applicable almost to everything. But sometimes it has to be a little bit tweaked to fit to the particular business. So I think that there has to be somebody and I mean, can be yourself if you feel you’re capable of but there has to be somebody who will be having this knowledge will be able to be lead the team will be able to train or be able to really go with every single team member in the team and sit and tell them motion be in Lean Visual Management is . what the Policy mapping is, what is the methodology to improve, implement any process or project in progress and anonymous, then people will be ready. This is also when when I mentioned earlier, we communicate and they understand what’s going to happen. They understand to the know what the vision they know what to expect, and they know how they’re going to get. So they feel so much safer and then making notice. So these are the steps in my opinion to the successful team and the company and the business.

Khush Kumar 25:18

Okay, somebody who should not never should have certifications that have done this process earlier. Should be leading this right.

Anna Nowak 25:28

Yeah. Certificates because people in general like to, I mean, everybody likes to learn and grow and have the knowledge but so many people still want to have the paper and say, No, I’ve done that I’m certified in this language and certified in this methodology. I have this document in front of me. And with with six sigma, it’s majority of the companies usually the certifications and different levels of of implementations and you literally get the paper certificate saying that you are yellow, yellow or green or what that propel Expensify. And, you know, this is how you grow your team like these develop your team. You have somebody who was, you know, just a brilliant millennial who had so many ideas, but he was you know, the ideas were just exploding in different ways and you couldn’t control them and once you bring Lean in and once you bring the the training and the knowledge on what to do with this bunch of ideas, then that person can grow to the future expert who will then be teaching others because that’s that’s actually very important. Also to have like at the beginning you have to have somebody who started but you want the domino effect. So it has to spread and it will only spread if you’re gonna, you know, have people who will be able to share their passion and their knowledge.

Khush Kumar 26:52

Glad you mentioned the Lean training. So Greg, have you used a tools, Lean tools in your organization and complete experience?

Greg Ottalagano 27:01

Yeah, when I was. It’s funny because I worked for Novartis, Novartis is a drug company, and I worked for the over the counter division. And I was hired on the 11th hour they were outsourcing AR to a company called Genpact. And the deductions were actually handled by customer service. And so when we took over and took over the deductions from customer service, we went through like all the processes that were they were doing, and you know, so um, the first thing I do when I go into a company, I’m downloading the aging I went to where our issues are, where our pain points are, how many deductions I have out there, why do I have these deductions, what are they and what are we doing about and so they had a huge amount of deductions for returns. And so goes through the process, you know, putting it up on a wall, right? Putting, okay, you got it, you got a deduction for return. You requested the backup, okay, you know what product it was? It was returned Okay, where’s the How did the credit get issued? When did the credit get issue? You know, and so I get to the point where when the credits getting issued, and so, sitting there asking them as to why do I have returned deductions out there for 60 to 90 days, the customer returned this 45 days ago and the answer back from customer service now, we all know customer service works hand in hand with sales, right? So you know sales wants to get the order out the door and is net. Well, sales also doesn’t want anything to affect your commission. So they were they were dictating to customer service. Not that you should credit at malls because it’s going to affect this commission, you know, and you won’t be able to buy as good the GI Joe when it comes to grip, you know, so. So we immediately stop that. Right? So it then your bottom line improved, you know, so we went through that in a lot of different a lot of different areas and we picked up a lot of areas where the bottleneck was in different areas, you know, and you just, you know, keep asking why, why, why and why can’t we do it this way? Why can’t we do it that way? And you’ll get to a better place to do that. But to lay it out on a board, or even in a room I’m telling the room we had all these pieces of paper going around the whole month, looking at every process, you know, and seeing where it is okay and understanding it changing. You know, so that’s, that’s my that’s what you do.

Khush Kumar 29:51

So, Anna, back to you, you you talked about leaders and you talked about communication that you have to communicate right with every stakeholder in the company. But I’ve seen that a lot of these companies, at least at the conference as well. They want to change the process globally. Right. They will not they will say okay, I want this is your tool, multilingual Can it handle multi currency so, what is your suggestion to them? Should you say they should start in phases? Should they do a big bang? How do they approach the whole continuous improvement?

Anna Nowak 30:27

Bing bang is very good the Sheldon one dialogue and within the in the implementation of this kind of tools, I would my recommendation will always be going phases. You cannot do everything at the same time you if you want to influence all HighRadius tools, you can do it but just you cannot do it all at the same time because it’s too much of a change and too many things can be missed. You always need a final there’s always such thing the concept that a country or division or a customer or whatever, that you have to test whether it’s really going to work and if it’s going to work for your team or know what being half on the business analogy on everybody. And then, you know, the first step is really the final decision. Not the next day. Or the next one defines health. Because if something goes wrong in phase one, you think that if you do take back and there’s one thing that doesn’t work, and in fact your you know, bonafide company goes, then

Khush Kumar 31:51

I think in my team, we are recently seeing there is the whole change. All the global major companies are moving to picking the one region and doing a pilot deciding on what are the success factors for that pilot, right? And then if we achieve those success factors, then they tell us to make the ROI for the whole global. ROI where , we have to tell them, what is the NPV? What is the IRR? How much are they going to weigh? What is the payback period? So I feel the stakeholders will then buy in when they see the numbers at the end of the day. And that’s why they’re starting with pilot.

Anna Nowak 32:26

Especially we are talking about huge changes the tools at HighRadius has are they are all brilliant. Making such a big change in my team is my previous job I was managing
40 people and I myself love SAP and you know what I’m tired of managing people having goals you know people really like it. And then all of a sudden, we gave them something that is completely not like SAP and it’s completely different and it’s completely new and they have to learn it very beginning so they were magicians and SAP. I don’t know all of a sudden in HighRadius they are kids again. So they have to start from the very beginning. So it really is a learning experience. So huge difference and they need time to to get professional and profession with that tool and they need time to them you know sell their passion to.

Khush Kumar 33:32

Thank you Anna. Thank you Greg. We’ll now open it up for questions. So any anyone have any questions?

Audience 33:50

Hello, can you hear me? Moustapha from Bristol Myers Squibb. The question I have for you is mostly guiding the implementation of the Six Sigma. What is the biggest challenge you went through? When you’re implementing the Six Sigma specially for all the cash? And this go for both of you because I know you’re in a different type of business, which is mostly retail and the other side it’s corporate or business to business or what the biggest challenge that faces

Anna Nowak 34:28

For me the biggest challenge was always getting the buyer and starting the process of studying the spirit of having sitting on the floor because you’re not gonna achieve anything with six sigma if you don’t have the numbers and to get the numbers you need to start to make them up additional reporting. And if you don’t have tooling to do the recording, people need to do some measurements manually or you have to implement visual lead management and people have to go to the board and put their dots and the lines and these are getting eroded. They frequently don’t see the benefit of this say I’m putting this door every single day on the Lean board and why, you know takes me 30 seconds to get to the board and the waste of my time because I have to do it so many times a week and they don’t like it they they see that something completely additional and they don’t see the value added at the very beginning and this is when you have to show them what is really what it really brings and it gets worse the moment when when you do the visual management and suddenly we have KPIs that they are red and people are so afraid of reds and they are always saying oh my god you know it’s like my take my board is read my boss gonna kill me no I’m not gonna kill you. I actually like to see the red if I see anything green, get scared because that interfere with it. You know, we have that interesting set of targets or you know something was really long. Maybe you have the watermelon effect. That is the thing is I mean on the on the outside of reading the inside. So that’s the news for me is the people I’m getting the data because if you have a system and if your system is standardized and mature and you can have you know, beautiful BI reporting or whatever, then you can get the data with a single mouse click. That’s fantastic. But otherwise, you have to get the data delivered by people and that’s the start. And that’s the core and that’s something

Greg Ottalagano 36:38

Well, here’s something for me because it’s uh you know, just like to say you got to get the the people’s buy into it, you know, making them understand why you’re doing this. You know, it’s funny in our in my company, not only am I trying to implement the production cloud, the company itself, our auditing team, Ernst and Young has a robotics division, and they come in and they start showing you how to do things better with the robotics. And so the people are very skittish in the company now because they’re all well what is this guy doing? Like, why they asked me to do this, but again, communication, making sure they understand why you’re doing something, and then sooner or later is going to click? Okay, we’re trying to make it simpler. That’s it. That’s that’s the best way I can say we’re trying to make it simple. Keep it simple, stupid, right? You know, the kiss factor, you know, so you know, you gotta hit the get them to buy into that you’re going to get, of course going to get people that are going to throw a log in front of us all the time, you know? Oh, why didn’t tell you about this. Oh, yeah. Oh, we do it this way. You find out to what we have a month later. You know, you set up the whole process and Oh, I forgot we did. I forgot to tell you about this part. You know, so you get them in a room. You start laying it out, you know and then it the vision will soon we’ll see the vision sooner or later. The crazy thing. I mean, the thing that I like about HighRadius is when you’re implementing HighRadius, and I heard this last year or the year before one of the speakers know what your hand is going to be. What do you want? Okay, what do you want this box to do for you? Right? And if you if you draw it out saying okay, I wanted to do this, this and this, now you know where you’re going to go? And then I think Anna said before now you start building, you know towards that, you know, and we implemented the cash application cloud two years. ago. And it took us six months to go out four months worth of blueprinting. And let me tell you something for me as a credit professional for as long as I’ve been in the business. I like having things that’s going to make my life better. So for me to get something it’s like a toy. Okay, and I want to build it. So it’s gonna make my job a lot easier. I’m gonna make I’m gonna make sure the rules are gonna be in place. This is going to be a place I wanted to do what I wanted to do. How often do you get to do that in your job, right? Not often, you know? So they come to me and say okay, we were approved into Cloud. Now, I’m just going out there and I’m just saying, Okay, we’re gonna do this, we’re gonna do this. We’re gonna do this. I wanted to do this. I wanted to do this. If anybody else wants something tells me now because we’re going to build it. Okay, and this is our opportunity to do that. You know, and it just gonna make the company better. more profitable and making our lives.

Anna Nowak 39:45

You mentioned one very important thing that I think is so important to highlight is, it doesn’t happen overnight. First of all, the moment that you communicate and when you plan when you build on a vision when you want to get the buy in of your stakeholders, this takes time if you do this part quickly, then you’re gonna get such a bad experience with your team and with your stakeholders with people I’ve seen once in my life company that hasn’t limited me too quick and too harsh. So in short, they did measurements on the team and they very quickly after a couple of days in measuring day, they decided that the two Mr. Beacon may have to cut you know, the apiece, which sometimes happens, you know, and but they didn’t want to fire the people that was huge company. So they started looking for different opportunities for a couple of key members in the Philippines. And I see my friend was really very much in fact, if that’s the was logistics and dealing with the pod and the plane, so she has nothing to do with accounting and she hated accounting. And she was one of those people who the team leader of the band decided that you know how to lead the team because apparently, she was the youngest, for whatever reason, and the only option that she was given was fine as so she was was transferred to an accounting job in the same company. She hated it so much. She quit after two weeks. And then what she told everyone is like, didn’t inspire people. And that’s exactly not what it does. So it’s very important. To invest time in the blueprinting and the testing and preparing the tooling but it’s also very important to invest the time in the initial planning and communication gets a fine.

Khush Kumar 41:28

Any other questions?
We have time for one more if there is another? If not, thank you so much for coming out to listen to our panel today. Please give them a round of applause. Thank you so much, guys. for coming. Out.

Greg Ottalagano

Manager of A/R and Credit
Church & Dwight

Make sure people understand the objective of implementing something that’s gonna make their job easier. Tell them that you are not losing your job and we value your experience. It’s important that they (workforce) know that.

Anna Nowak

O2C Business Delivery Manager
Adidas

The tools that HighRadius has, they are all brilliant. They are making such a huge change to the daily work of the team.

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HighRadius Integrated Receivables Software Platform is the world's only end-to-end accounts receivable software platform to lower DSO and bad-debt, automate cash posting, speed-up collections, and dispute resolution, and improve team productivity. It leverages RivanaTM Artificial Intelligence for Accounts Receivable to convert receivables faster and more effectively by using machine learning for accurate decision making across both credit and receivable processes and also enables suppliers to digitally connect with buyers via the radiusOneTM network, closing the loop from the supplier accounts receivable process to the buyer accounts payable process. Integrated Receivables have been divided into 6 distinct applications: Credit Software, EIPP Software, Cash Application Software, Deductions Software, Collections Software, and ERP Payment Gateway - covering the entire gamut of credit-to-cash.