When the world’s top-five grocery supplier announced a merger with the third largest grocery story chain, you can almost imagine the antacid stockpiling going on in IT. But with the right process in place, pain is not a prerequisite.
That’s why SUPERVALU turned to Trissential when they folded Albertsons into the family. In any highly automated, data-driven situation, it’s critical to merge business processes, technology and systems in the right way. Albertsons had 29 different workstream teams, each providing input into executive decisions in a slightly different format. Our job was to manage the data consolidation, storage and representation, and to create a more intuitive and useful portfolio planning process for SUPERVALU.
With four teams to each take on a critical aspect of the project—business and technical, portfolio, governance and knowledge—we were able to structure the necessary work along natural joints. By linking technical aspects to business processes, we clarified analysis of project impact. We resolved issues in governance structures that made collaborative teams function more smoothly. And all discrepancies were highlighted in both data and numeric formats to make issues easier to understand.
As a result, we were able to create a realistic roadmap that achieved the reorganization goals and financial objectives—with a better way to analyze and use results. Ultimately, Trissential made a difficult process manageable, fast and profitable.