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[Series Part 5] Enterprise SoI-PDCA — How to Implement "Weekly Decision Making" in Large Organizations

Hello, this is Matsubara, CRM Evangelist.

"To prepare the materials used for the monthly executive report, we collect weekly data from each business unit, compile it in Excel at headquarters, create graphs, and so on. This alone takes 3 to 4 people over 20 hours each month."

This is the biggest "waste of time" in sales management for large and medium-sized companies.

When CRM functions as a System of Insight (SoI), this Excel aggregation work is eliminated. Furthermore, "monthly reviews" are transformed into "weekly decision-making."

In the fifth installment, we will explain how to address the challenges unique to large organizations—such as "multiple hierarchies, time-consuming information gathering, and slow decision-making"—using EMOROCO CRM Lite's SoI-PDCA cycle.

Three types of time loss faced by sales management in large corporations

Time Loss ① "Meetings for Information Gathering" - Meetings for reporting steal time that could be used for actual work.

In large corporations, the more layers there are, the longer it takes for information to reach the top.

[A typical example of information transmission lag]

On-site staff → Prepare weekly report (Monday, 1 hour)
Sales Manager → Compile team reports (Monday, 2 hours)
Business Unit Manager → Create a summary of the entire business unit (Tuesday, 2 hours)
Business Unit Head → Prepare documents for the entire unit (Wednesday, 2 hours)
Executives/President → Review reports from headquarters (Thursday)

→ Until "Monday's on-site information" reaches "Thursday's executives"
・ 3-4 day time lag
- This resulted in dozens of people and dozens of hours of "data compilation work."
- Information is "selected, processed, or omitted" during the aggregation process.

Time Loss ② "Slow Problem Detection" - If the problem is noticed in the monthly cycle, the response is delayed by one month.

In large corporations, monthly PDCA cycles can experience a time lag of up to one month between problem identification and resolution.

When the fact that "Team B in Business Unit A has seen a decline in orders since last month" is first reported at the monthly meeting, the trend had already begun 4 to 6 weeks prior. During that time, it's possible that competitors were expanding their market share.

Time Loss ③ "Lack of visibility into on-site operations" - Managers making decisions based on "intuition"

In large organizations, it is difficult for managers to keep track of the activities of all their team members in real time. As a result, judgments are often based on intuition, such as "I have a feeling that Tanaka is working hard" or "I get the feeling that things aren't going well at Suzuki's place."

This feeling-based management style can fail to identify the root cause of "why things aren't working," sometimes resulting in irrelevant instructions being given.

EMOROCO CRM Lite's SoI-PDCA: Designing for Large Organizations

Designing a "Role-Based Dashboard"

In large corporations, SoI-PDCA involves designing a system that defines "who checks what information and when" for each role.

[Dashboard Design by Role]

[Field Staff Dashboard (Every Morning, 5 Minutes)]
My list of clients to follow up with this week
↑Automatically extracts "Emotional temperature below cool × Last contact more than 14 days ago"

Today's destination map (map integration)
↑You can check your previous notes and emotional temperature at the visited location on the map.

Task list due this week
↑List of tasks automatically generated by the workflow

[Sales Manager Dashboard (Every Monday, 15 minutes)]
Team's forecast for this month
↑Automatically calculates the total amount for projects with probability A and B.

List of Red Alert Cases for This Week
↑ Automatically detects "stagnation, sharp drop in sentiment, and competitive advantage"

Comparison of activity levels by person in charge
↑ Number of contacts, emotional temperature update rate, next action setting rate

[Business Unit Manager's Dashboard (Weekly, 10 minutes)]
Monthly forecast and target ratio for the entire business unit
Issues requiring intervention this week (escalation to manager recommended)
Emotional temperature distribution across the entire business unit (percentage of hot/warm/cool/cold)

[Dashboard for Business Unit Heads and Executives (Monthly, 5 minutes)]
Sales forecasts and year-on-year comparisons for all business units
Company-wide "Relationship Asset Health Indicators"
(Number of important customers with a cool or below emotional temperature, and contact rate of top LTV customers)
Progress by strategic theme for this term

This dashboard updates in real time at all levels, eliminating the need for "meetings for data aggregation."

Designing a weekly SoI-PDCA cycle for large organizations

[Weekly SoI-PDCA Calendar for Large Organizations]

[Monday (Implemented sequentially at each level)]
7:30 Field staff: Check this week's priority list on their personal dashboard (5 minutes)
9:00 Sales Manager: Team weekly meeting and red alert review (15 minutes)
10:00 Business Unit Manager: Business Unit Outcome Forecast and Assessment of Need for Intervention (10 minutes)
↓
Zero data aggregation work—everything is completed by looking at the dashboard.

[Monday to Friday (person in charge: 30 seconds after contact)]
After each contact, update emotional temperature, last contact date, next action, and follow-up question.
→ These 30 seconds will update the dashboards at all levels in real time.

[Friday (check at each level)]
Person in charge: Final confirmation of this week's contact results and next week's plan format.
Manager: Reviewing the "learning record" of lost and closed deals this week.
Business Unit Manager: Final confirmation of this month's landing accuracy and reflection of it in next month's plan.

[Monthly (First Monday of the month)]
Business Unit Head's Monthly Review of All Business Units (30 minutes)
→ It's not a "meeting to listen to reports," but a "meeting to make decisions while looking at a dashboard."
→ This is not a "review of this month," but rather a "meeting to decide on next month's plan."

Unique applications for large corporations: Breaking down silos with a "cross-sectional view"

One distinctive use case in large corporations is "cross-departmental customer views."

[Example of a cross-sectional view design]

"Integrated view when multiple business units are selling to the same customer"

Customer: XX Trading Co., Ltd.

Division A: Currently trading product X for 2,000 million yen annually - Emotional Temperature Warm
Division B: Solution proposal in progress, Phase "Proposal in progress", Emotional temperature: Hot
Division C: After-sales service representative - 3 years have passed since completion date - Cool emotional temperature

→ When viewed in a cross-sectional view:
"While Division C is cooling down, Division B is making new proposals."
"The person in charge at Department A is unaware that Department B is proposing this."

→ Intervention points that can only be identified by looking at them across different perspectives:
"It would be better to first resolve the issues in Business Unit C before proceeding with the proposal from Business Unit B."
This will maximize the LTV (Lifetime Value) for the entire group.

This kind of "customer understanding that transcends departmental silos" is impossible with individual departmental dashboards alone. A company-wide, unified first layer (emotional temperature and basic customer information) is necessary to achieve a truly "cross-functional view."

Establishing CRM in large organizations: A shift from a "reporting culture to a decision-making culture"

The biggest obstacle to establishing CRM in large corporations is "cultural transformation."

For the culture of "reporting Excel documents at weekly meetings" to change to a culture of "making decisions while looking at dashboards at weekly meetings," a change in the behavior of management and general managers is necessary as a prerequisite.

[Three Signals for Cultural Transformation]

Signal 1: Stop requiring the submission of Excel reports at meetings.
"Starting with the next meeting, please share the EMOROCO dashboard on your screen."
We will proceed. Submission of an Excel report is not required.
→ This alone creates a "reason to input" at the workplace.

Signal ②: Give specific instructions based on the dashboard data.
"Looking at the dashboard, I see that Company C, which is Tanaka's responsibility..."
My emotional temperature is low. Please follow up this week."
→ The experience of "being able to take action by looking at the dashboard" is spreading.

Signal 3: Bring up "what the person who entered the data said" in the meeting.
"Mr. Yamada wrote about this in his EMOROCO report from last week,
It appears that Company D is facing competition. Let's discuss countermeasures based on this."
→ The experience of knowing that "if you submit something, it will be discussed in the meeting" accelerates its adoption.

Summary – The value created by SoI-PDCA in large organizations

change Before implementation After introduction
Monthly summary work A total of 20-30 hours (involving several people) 0 hours (automatically calculated by the dashboard)
Timing of problem discovery At the monthly meeting (up to one month later) Real-time (available on the dashboard immediately)
Decision-making cycle Monthly Weekly (Manager) / Daily (Staff)
Organizational silos Customer information is fragmented between business units. A cross-sectional view allows you to grasp the overall picture of your customers.
Basis for management "feelings" "Data" (emotional temperature, landing prediction, activity level)

In the sixth and final installment, we will explain how to position EMOROCO CRM Lite as the "foundation of management," including its deployment to group companies, its use in business succession, and the design of company-wide KPIs.
EMOROCO CRM Lite Product Page

Previous article: [Series Part 4: Data Governance and Security—Potential Opened by Self-Hosting and Loosely Coupled Collaboration]

Next time: [Series Part 6: Group Expansion, Business Succession, and Company-Wide KPI Design—Making EMOROCO CRM Lite the "Foundation of Management"]

Related article: [Implementing a weekly PDCA cycle for SoI: A practical guide to automating Plan, Check, and Act with EMOROCO CRM Lite]

Related articles and pages
Person who wrote this article
Shinsuke Matsubara

Arcus Japan Representative Director / CRM Consultant
Click here for detailed profile
He has worked as a system engineer, architect, and consultant at Accenture and other companies, an evangelist at Infragistics (Microsoft MVP for Dynamics CRM (now Microsoft MVP for Business Solutions)), and a solutions specialist at Microsoft (in charge of Dynamics CRM products).He currently leads a service team specializing in CRM, supporting CRM implementation and business launches for companies of all sizes.At the same time, he works as a CRM evangelist, spreading the idea of "true" CRM through events and article contributions.
Having learned CRM at Accenture, and having advocated and globally popularized CRM 2.0 (platform-based CRM) at Microsoft, he is a legitimate successor to CRM and the longest-serving active CRM expert (CRM consultant/CRM doctor), having received an award at Worldwide.
Since then, as a leading expert in CRM who advocates CRM 3.0 (Personalized CRM) and CRM 4.0 (Creative CRM), he has been interviewed and received numerous awards both domestically and internationally from publications such as The Wall Street Journal, Newsweek, TIME, WORLDCOM, Mainichi Shimbun (Weekly Economist), and Nippon Cultural Broadcasting. He has also been selected as a representative company of the Kansai business community by "Keizaikai" for four consecutive years.
book:Versatylist - How to become a "1 in 1" talent by age 35

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