Phase 2: What We Uncovered Beneath the Surface

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Leadership Blind Spots:

Discovered that well-intentioned leaders were making fast decisions—but without a shared playbook or clear ownership, reactions became the norm. Strategy was being outpaced by fire-fighting, and consistency suffered as a result.

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Vendor Misalignment:

The vendors weren’t necessarily underperforming—they were simply unchallenged. Without meaningful incentives or clear accountability, service levels flatlined. Expectations drifted, and standards quietly slipped.

 

Lack of Standardisation:

Noted significant variations in protocols and standards across regions, hindering global optimisation.

 

Fragmented Ways of Working:

What counted as “good enough” in one region was seen as unacceptable in another. Delivery models, handoffs, and escalation paths varied not because they should—but because no one had unified them. This made scaling success feel like chasing smoke.

 

Legacy Systems Holding Too Much Power:

Key data lived in too many places—or not at all. Outdated tools couldn’t support the speed or visibility leadership needed. The result? Decisions were based more on assumption than insight.

 

A Missing Thread of Coordination:

Each function operated in earnest, but not in harmony. There was no single view of performance, no rhythm to collaboration. Costs crept up. Timelines slipped. And slowly, the experience that customers remembered began to feel inconsistent.