highlights
Transforming a Global Video Collaboration Service A Strategic Leadership Journey
At P&G, I led a transformative overhaul of our Video Collaboration Service, addressing critical challenges in team burnout, project delays, and declining adoption. Through strategic actions and visionary leadership, I delivered substantial business value and positioned the organization for future growth.
Team Stress Level
Expansion Progress
Service Adoption
Team Burnout
Off Track Project
Declining Adoption
The Video Collaboration Service team was experiencing severe burnout due to an outdated operating model and inadequate support from multiple vendors, leading to high turnover and daily firefighting. This situation was exacerbated by inefficient metrics and a complex financial model, creating a stressful and unsustainable work environment.
A crucial global deployment of 150+ additional lower-tier video conferencing rooms was six months behind schedule, with mismanagement on both P&G and Cisco's sides. The project faced significant delays due to the application of an outdated operating model and insufficient resources, hindering progress and escalating issues.
Despite having 85 top-tier immersive video conferencing rooms globally, adoption was dropping, and travel expenses were dramatically increasing. This decline was driven by changing travel patterns, a lack of video conferencing technology in emerging markets, and outdated interoperability standards that failed to meet user needs.
Eliminated the out-dated financial and operating models by:
Brought the expansion project back on track by:
Reversed the declining adoption of the service by:
- Consolidated 700+ contracts into a managed service with Cisco, establishing a dedicated 24/7 call center and centralized accountability.
- Formed a cross-functional/vendor Video Conferencing Leadership Team to drive alignment and collaboration.
- Reframed service metrics to focus on granular room-level experience tracking, enhancing transparency and insights.
- Leveraging the managed service agreement with Cisco to transfer local delivery complexity and risk to Cisco while ensuring better resource management.
- Streamlined project management by improving P&G and Cisco collaboration and ways of working and delineating oversight and responsibilities.
- Conducted an in-depth analysis of travel patterns to determine gaps in video conferencing coverage.
- Explored and removed organizational resistance to the introduction of innovative interoperability capabilities across video conferencing technologies.
$
250M
$750M
Travel Costs
Savings
$250M
Reduced Travel spend and delivered a 10:1 ROI.
%
200
Increase in adoption across the global video conference network
$
5M
Additional value of services to P&G at no incremental ongoing costs.
3.5
to
4.8
CSAT score consistent across regions and sites.
