Transforming Order-to-Cash Processes Through Design Thinking
Situation
A global telecommunications company's order-to-cash processes, supported by service centers across multiple geographies, suffered from inconsistent processing, poor visibility and reporting, and inefficient invoicing. Despite a strong ongoing Continuous Improvement program, handoffs between operators in different geographies were problematic.
Project
JCY Advisors facilitated a 2.5-day Design Thinking workshop bringing together diverse executives and staff members. Participants were divided into four subprocess groups: Payment Allocation, Credit Processing, Order Management, and Dispute Handling. The workshop included developing Problem Statements, creating Empathy Maps, conducting collaborative ideation, mapping As-Is processes, designing improved To-Be models, and establishing governance for implementation.
Results
To-Be processes were modeled to show significant operational improvements:
Payment Allocation cycle time reduced from 72 to 3 hours with error elimination
Credit Note Processing rejections reduced by 15-20%
Order Accuracy billing activation time reduced from 3.5 to 1.5 days
Enhanced first-time resolution rates for inquiry and dispute handling
Generated over 70 additional improvement ideas with implementation framework