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RESHAPE | AI-first model supports innovation across the product lifecycle
BCG · process_diagram
RESHAPE | AI-first model supports innovation across the product lifecycle
50-80% — Time savings
 RESHAPE | Firms can accelerate brand growth through AI-first strategy
BCG · process_diagram
RESHAPE | Firms can accelerate brand growth through AI-first strategy
85% — ROI improvement
 Deep dive illustration | CP company reshapes its brand strategy review process using AI
BCG · case_study
Deep dive illustration | CP company reshapes its brand strategy review process using AI
-70% — time
 True AI-enabled innovation can unlock new revenue growth
BCG · framework_other
True AI-enabled innovation can unlock new revenue growth
 AI-powered beauty chat reinvents the consumer experience
BCG · client_example
AI-powered beauty chat reinvents the consumer experience
 CP companies are behind the curve on AI maturity, with only 15% achieving real impact
BCG · diagnosis
CP companies are behind the curve on AI maturity, with only 15% achieving real impact
15% — AI maturity
 AI leaders share common threads and key success factors
BCG · key_messages
AI leaders share common threads and key success factors
 These leaders are taking steps toward an AI-first vision
BCG · case_study
These leaders are taking steps toward an AI-first vision
200bps — EBIT gain
 Key foundations support the scale-up of AI efforts in CP companies
BCG · framework_other
Key foundations support the scale-up of AI efforts in CP companies
 Getting started | Six steps for executives to set their company on an AI-first path
BCG · implementation_plan
Getting started | Six steps for executives to set their company on an AI-first path
 Inflation and rising prices shape a new hybrid Middle East consumer
PwC · 2023 · cover
Inflation and rising prices shape a new hybrid Middle East consumer
 Higher prices and supply chain delays hinder sales
PwC · 2023 · section_divider
Higher prices and supply chain delays hinder sales
 Higher prices and supply chain delays hinder sales
PwC · 2023 · problem_statement
Higher prices and supply chain delays hinder sales
34% — consumer concern
 Consumer habits are changing in response to higher prices
PwC · 2023 · section_divider
Consumer habits are changing in response to higher prices
 Consumer habits are changing in response to higher prices
PwC · 2023 · industry_trends
Consumer habits are changing in response to higher prices
47% — Expected spend change
 Multiple sales routes in a smarter retail world
PwC · 2023 · section_divider
Multiple sales routes in a smarter retail world
 Multiple sales routes in a smarter retail world
PwC · 2023 · industry_trends
Multiple sales routes in a smarter retail world
49% — Consumer preference
 Consumers continue to change where and when they shop
PwC · 2023 · industry_trends
Consumers continue to change where and when they shop
57% — Consumer data privacy concern
 The NMSU Staffing Study was a 10-week project focused on analyzing key staffing metrics internally and in relation to peers
Deloitte · 2015 · context
The NMSU Staffing Study was a 10-week project focused on analyzing key staffing metrics internally and in relation to peers
 The approach identifies opportunities with the greatest value for NMSU, setting the foundation for implementation success
Deloitte · 2015 · process_diagram
The approach identifies opportunities with the greatest value for NMSU, setting the foundation for implementation success
 The project included engagement with key stakeholders to collect and validate data, followed by data analysis and opportunity identification
Deloitte · 2015 · timeline
The project included engagement with key stakeholders to collect and validate data, followed by data analysis and opportunity identification
 NMSU developed an administrative taxonomy that establishes a common set of functions and processes that allow comparison of standard staffing metrics within the university and across peers.
Deloitte · 2015 · framework_other
NMSU developed an administrative taxonomy that establishes a common set of functions and processes that allow comparison of standard staffing metrics within the university and across peers.
 In half of the functions a majority of the work is performed by the centralized Division. However, there is also considerable “fragmentation”* of work across many core functions which means that these functions are also being performed decently throughout many divisions.
Deloitte · 2015 · diagnosis
In half of the functions a majority of the work is performed by the centralized Division. However, there is also considerable “fragmentation”* of work across many core functions which means that these functions are also being performed decently throughout many divisions.
99% — Percent of Centralized FTE
 Another outcome of this fragmentation is that staff divisions spend time supporting work across both centralized and decentralized functions. This can create an environment of many “generalists” without specialized skills or training which can result in efficiency and compliance issues.
Deloitte · 2015 · diagnosis
Another outcome of this fragmentation is that staff divisions spend time supporting work across both centralized and decentralized functions. This can create an environment of many “generalists” without specialized skills or training which can result in efficiency and compliance issues.
92% — Percent FTE
 NMSU has a total of eight layers of management and there up to six layers of management within individual functions across NMSU. The average Spans of Control within these layers is often inefficient, with high spans of control at the top management layers and low spans at lower layers. The NMSU average Spans of Control is 1:5.5 compared to a leading class range of 1:8-1:12*.
Deloitte · 2015 · peer_benchmark
NMSU has a total of eight layers of management and there up to six layers of management within individual functions across NMSU. The average Spans of Control within these layers is often inefficient, with high spans of control at the top management layers and low spans at lower layers. The NMSU average Spans of Control is 1:5.5 compared to a leading class range of 1:8-1:12*.
1:5.5 — Spans of Control
 The Staffing Study yielded key observations within four major categories where NMSU could improve efficiency and reduce costs.
Deloitte · 2015 · diagnosis
The Staffing Study yielded key observations within four major categories where NMSU could improve efficiency and reduce costs.
 The Staffing Study identified several major opportunity areas for NMSU to operate more efficiently and to reduce costs
Deloitte · 2015 · initiative_list
The Staffing Study identified several major opportunity areas for NMSU to operate more efficiently and to reduce costs
 Through estimation of potential value and implementation timeline, the following key opportunities were identified
Deloitte · 2015 · initiative_list
Through estimation of potential value and implementation timeline, the following key opportunities were identified
 In comparison to peers, NMSU’s HR function does not leverage leading principles found in a Shared Services model and has limited capability to support reporting, self-service, and workflow.
Deloitte · 2015 · benchmark_peers
In comparison to peers, NMSU’s HR function does not leverage leading principles found in a Shared Services model and has limited capability to support reporting, self-service, and workflow.
 The HR function is mostly centralized; however, changes to technology, processes, policies, and the operating model provide opportunities for consolidation and efficiency.
Deloitte · 2015 · key_messages
The HR function is mostly centralized; however, changes to technology, processes, policies, and the operating model provide opportunities for consolidation and efficiency.
$1.5M - $3M+ — annual savings
 While the HR function is largely centralized, six processes are highly fragmented across the university.
Deloitte · 2015 · diagnosis
While the HR function is largely centralized, six processes are highly fragmented across the university.
95 — FTE count
 In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the HR organization
Deloitte · 2015 · diagnosis
In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the HR organization
 For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the HR Division.
Deloitte · 2015 · cost_structure
For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the HR Division.
 NMSU’s HR function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by an average staff to manager ratio of 3.9:1, which is below the leading class benchmark range of 8:1-12:1
Deloitte · 2015 · diagnosis
NMSU’s HR function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by an average staff to manager ratio of 3.9:1, which is below the leading class benchmark range of 8:1-12:1
3.9:1 — Span of Control
 Alternative operating models for the processes within the HR function could promote consistency, enhance controls, and increase efficiency.
Deloitte · 2015 · process_diagram
Alternative operating models for the processes within the HR function could promote consistency, enhance controls, and increase efficiency.
 NMSU’s Procurement function is highly decentralized in comparison to peers. The function does not leverage Shared Services concepts, and has limited capability to support reporting, self-service, and workflow.
Deloitte · 2015 · benchmark_peers
NMSU’s Procurement function is highly decentralized in comparison to peers. The function does not leverage Shared Services concepts, and has limited capability to support reporting, self-service, and workflow.
100% — Centralization
 The Procurement function is highly decentralized. Changes to technology, processes, policies, and the operating model provide opportunities for consolidation and efficiency.
Deloitte · 2015 · diagnosis
The Procurement function is highly decentralized. Changes to technology, processes, policies, and the operating model provide opportunities for consolidation and efficiency.
$2.5M - $3M+ — annual savings
 The Procurement function is largely decentralized with the majority of Procurement processes highly fragmented across the University.
Deloitte · 2015 · diagnosis
The Procurement function is largely decentralized with the majority of Procurement processes highly fragmented across the University.
16.40 — Full Time Equivalents
 In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the Procurement organization
Deloitte · 2015 · diagnosis
In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the Procurement organization
$705.6K — Labor Cost
 NMSU’s Procurement function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a low average staff to manager ratio of 3:1.
Deloitte · 2015 · org_design
NMSU’s Procurement function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a low average staff to manager ratio of 3:1.
3:1 — Span of Control
 Alternative operating models for the processes within the Procurement function could promote consistency, enhance controls, and increase efficiency.
Deloitte · 2015 · framework_other
Alternative operating models for the processes within the Procurement function could promote consistency, enhance controls, and increase efficiency.
 IT’s degree of centralization is comparable with peers but it does not leverage Shared Services concepts, and has mid-range capability to support self-service and workflow.
Deloitte · 2015 · benchmark_peers
IT’s degree of centralization is comparable with peers but it does not leverage Shared Services concepts, and has mid-range capability to support self-service and workflow.
 The IT function is mostly centralized; however, changes to technology, processes, and the operating model provide opportunities for further consolidation and efficiency.
Deloitte · 2015 · key_takeaways
The IT function is mostly centralized; however, changes to technology, processes, and the operating model provide opportunities for further consolidation and efficiency.
$3.5M - $5.5M+ — Annual savings
 The IT function is a hybrid between centralized and decentralized; half of its processes are highly fragmented across the university.
Deloitte · 2015 · diagnosis
The IT function is a hybrid between centralized and decentralized; half of its processes are highly fragmented across the university.
50% — Full Time Equivalents (FTE)
 IT – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · analyze_data
IT – Fragmentation by Process (Labor Cost)
 There are 12 processes within the IT function where the majority of labor costs are outside of the IT Division.
Deloitte · 2015 · data_table
There are 12 processes within the IT function where the majority of labor costs are outside of the IT Division.
$391.7K — Labor Cost
 NMSU’s IT function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 4.7:1
Deloitte · 2015 · org_design
NMSU’s IT function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by a staff to manager ratio of 4.7:1
4.7 — Span of Control
 Alternative operating models for the processes within the IT function could promote consistency, enhance controls, and increase efficiency.
Deloitte · 2015 · process_diagram
Alternative operating models for the processes within the IT function could promote consistency, enhance controls, and increase efficiency.
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