Poor communication
“Different parts of the business don't talk to each other.”
Most internal miscommunication is a data problem wearing a people-problem costume. When departments read the same record, the conversation changes from whose number is right to what to do about it.
What it looks like day to day
- Sales promises terms finance did not agree to
- Operations learns about a change after the customer does
- The same question gets a different answer depending on who you ask
- Decisions get made twice, in two meetings
What changes
Same capabilities. One system instead of several.
The modules below are the ones that answer this problem. On the left of the switch they are where most businesses keep them today; on the right they are on one engine, reading and writing the same records.
Siloed
The same capabilities, spread across tools that were each the right answer to a smaller problem.
How G1 approaches it
- One customer, supplier and project record across departments
- Approvals and notes attached to the record, not lost in inboxes
- Shared definitions for the measures each team is judged on
- Notifications where people already work
Modules
What you would actually switch on.
Activated when they earn their place, not sold as a suite. The status on each one is the real one.
- In developmentExplore
Customers
One customer record, whichever part of the business is looking.
- In developmentExplore
Workflow
Approvals and routing across the business, not just finance.
- In developmentExplore
Documents
The paperwork attached to the record it belongs to.
- AvailableExplore
Dashboards
The few numbers you check first, in one place.
- PlannedExplore
CRM
The customer relationship, connected to the customer ledger.
Where it shows up
Industries where this is common.
Not a claim about who we work with — a note on where this situation tends to appear.
The human layer
Technology when you need it. Expertise when you need it.
Some of this is configuration. Some of it is a decision someone has to sit down and make with you. These are the people-shaped parts of solving this particular problem.
Process design
Most inefficiency is structural. Process design finds the handoffs where a person is moving data rather than making a decision, and removes them.
- Fewer steps, with clearer ownership
- Approvals where the document is
- A process that works when someone is on holiday
Transformation
New software on an old process buys very little. Transformation work redesigns the process first and then uses the system to hold it in place.
- Process redesigned before it is automated
- Responsibilities and approvals made explicit
- A plan that survives the person who wrote it
Implementation
Configuration, migration and the unglamorous work of agreeing opening balances. The point is a system people actually use, not a go-live date that is technically met.
- Chart of accounts and dimensions designed once, used everywhere
- History migrated and reconciled before the first posting
- People trained on their own data, not a demo company
Usually next to it
Problems that tend to travel together.
Poor communication
Tell us how this actually plays out in your business.
We will show you which parts of G1 apply, what is live today and what is not — and say so when the answer is that you do not need us.