FMCG
Enterprise overview
Lynda and Stewart Resnick co-founded The Wonderful Company, a privately held US $5 billion global corporation that’s dedicated to delivering high-quality, healthy brands and improving the lives of the people who live and work in the regions where it operates. Its iconic brands include FIJI Water, POM Wonderful, Wonderful Pistachios, Wonderful Halos, Wonderful Seedless Lemons, Teleflora, and JUSTIN and Landmark wines. The Wonderful Company’s diverse holdings make it the world’s leading grower of tree nuts, America’s largest citrus grower, and the world’s largest flower delivery service. It is also a market leader in wines, bottled water, and pomegranate juice. Headquartered in Los Angeles, with major operations in California’s Central Valley and Fiji, its 10,000-person workforce is passionate about building a better world. In pursuit of this mission, the company has partnered with Soroco to utilize its digital interaction intelligence solutions to further optimize its internal processes.
Industry
FMCG
Employees
1000
Headquarters
Los Angeles
Drivers of adoption
Scale automation
Leverage task mining to identify and prioritize automation opportunities across the organization.
Continuous process improvement
Adopt a fact-based approach to discover and analyze processes to continuously improve overall process efficiencies.
Improve employee productivity
Enable employees to realize their scope and potential for improving task execution.
Approach to DII initiatives
Project initiation
A Digital Interaction Intelligence pilot project was introduced in 2022 to understand the impact on hours saved to perform different operations
Process selection
Major stakeholders involved in process selection for deploying these solutions were the business, automation, continuous improvement, and IT project teams.
Talent
Wonderful leveraged Soroco to train its internal teams and to obtain solutions to queries surrounding various technology aspects.
Organization structure
While Wonderful has dedicated teams for continuous improvement initiatives, it also leverages Soroco stakeholders as needed to help implement task mining projects. Its digital transformation team is responsible for securing the budget for these initiatives.
Strategic Payoff
~12,000hrs
of potential process improvement benefits discovered as a result of successfully implemented digital interaction intelligence for multiple processes.
~75%
of the insights derived were converted into actionable items and leveraged in use cases.
Status of these initiatives
Current status
that involved order entry and closing process and shipping process have Digital interaction intelligence underway
is now the scale of deployment with rotational licenses.
identified by Wonderful, using task mining or digital interaction intelligence solutions.
Future plans
Aim to enable continuous improvement across processes so that other teams can also start working independently.
Continue to leverage digital interaction intelligence to identify more use cases across multiple projects.
Expand the reach of the technology across different teams and deployments and ensure enhanced employee and customer experience through these initiatives.
Challenges
Addressing concerns from operational teams regarding the adoption of task mining / DII technology due to the apprehensions around increased visibility and transparency into the ways of working
Lack of understanding about the applications and benefits that DII technology could offer
Getting approvals from the IT team related to data usage in the initial phase of the journey
Key Takeaways
The team leading these initiatives needs to be present on the ground to help users gain exposure to technology and address their queries in real-time.
Have an effective change management program in place to align with different stakeholders. This is crucial to secure executive sponsorship and buy-in and to establish proper communication channels.
Gain deeper process understanding or leverage process SMEs to perform the analysis to identify relevant insights and improvement opportunities.
Build highly collaborative cross-functional relationships to accelerate the delivery speed following these initiatives.
“Ultimately, we’ve learned that the key to successful implementation involves regularly communicating with employees to generate awareness around digital interaction intelligence initiatives and addressing the concerns upfront.”
Senior Automation Process Architect, Digital Transformation, The Wonderful Company
To get more insights about Digital Interaction Intelligence and download the complete DII playbook by Everest Group
