A conclusion of my intern in Gabriel

1. United to Market
Environment
A Project by Pitipat Srichairat (Dop)
An Intern student from
Msc. Global Innovation Management, Aalborg University.
In a supervision of Astrid Heidemann Lassen
January 2010 | Pitipat Srichairat

2. How should DesignMaster work in a new
Gabriel’s environment “United to market”
Based from DesignMaster

3. Captivating Issue
‣ Gabriel journey 2009-2010
A glance at Gabriel, passed trail, present and coming future.
‣ United to Market campaign
A new marketing mindset for Gabriel
‣ Evolving from Multidivision into Multidimension
Orgnisational Model, Multidivisional and Multidimensional, which one for
the better Gabriel? and Why?
‣ Rede ning role of Sales and Design Team
Possible re nement for Sales and Design Team

4. Gabriel’s Journey
2009 - 2010

5. Development
Partner
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

6. Development
Partner Goal
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

7. Development
Partner Goal
Master Organisation
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

8. Development
Partner Goal
Gabriel Today
Decentralised department
into small autonomous
business units.
Offer full range of service
and product in Textile
value chain.
Master Organisation
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

9. Gabriel Goal
Development
Partner
Offer full range of services
and become Development
Goal
Partner in entire fabrication
value chain.
Gabriel Today
Decentralised department
into small autonomous
business units.
Offer full range of service
and product in Textile
value chain.
Master Organisation
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

10. Gabriel Goal
Development
Partner
Offer full range of services
and become Development
Goal
Partner in entire fabrication
value chain.
Gabriel Today
Decentralised department
into small autonomous
business units.
Offer full range of service
and product in Textile
value chain.
WHAT IS MISSING?
‣ Customers still recognised
as Textile supplier.
‣ Ranges of product are
primary on upholstered
Master Organisation furnitures and office chairs.
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

11. Gabriel Goal
Development
Partner
Offer full range of services
and become Development
Goal
Partner in entire fabrication
value chain.
Gabriel Today
Decentralised department
into small autonomous
business units.
Offer full range of service
and product in Textile
value chain.
WHAT IS MISSING?
‣ Customers still recognised
as Textile supplier.
‣ Ranges of product are
primary on upholstered
Master Organisation furnitures and office chairs.
Textile Supplier
Product Industry Service Industry
Textile-in-metre Textile-in-action

12. PROBLEMS
KNOWLEDGE
SELF CLARIFICATION
Unclear about oneself, what
MANAGEMENT
Can’t retrieve previous or
LACK OF ACTION PLAN service can one provide.
present information.
No solid action plan toward big goal NO INNOVATION
CULTURE
Then No support system that
boost free idea to solution
FINANCIAL BLOCK Now
Innovation doesn’t go well
with number
BROAD SCOPE &
WORK LOAD
SALES CAN’T KEEP Hands are full of work, no
capacity for further job.
UP WITH CHANGE
Need to re-understand the WORKING BARRIER
“product” and “service” Not so collaborated between
Business Units
SEVERITY from Low to High
Low High

13. PROBLEMS
KNOWLEDGE
SELF CLARIFICATION
Unclear about oneself, what
MANAGEMENT
Can’t retrieve previous or
LACK OF ACTION PLAN service can one provide.
present information.
No solid action plan toward big goal NO INNOVATION
CULTURE
Then No support system that
boost free idea to solution
FINANCIAL BLOCK Now
Innovation doesn’t go well
with number
BROAD SCOPE &
WORK LOAD
SALES CAN’T KEEP Hands are full of work, no
capacity for further job.
UP WITH CHANGE
Need to re-understand the WORKING BARRIER
“product” and “service” Not so collaborated between
Business Units
SEVERITY from Low to High
Low High

14. PROBLEMS
KNOWLEDGE
SELF CLARIFICATION
Unclear about oneself, what
MANAGEMENT
Can’t retrieve previous or
LACK OF ACTION PLAN service can one provide.
present information.
No solid action plan toward big goal NO INNOVATION
CULTURE
Then No support system that
boost free idea to solution
FINANCIAL BLOCK Now
Innovation doesn’t go well
with number
BROAD SCOPE &
WORK LOAD
SALES CAN’T KEEP Hands are full of work, no
capacity for further job.
UP WITH CHANGE
Need to re-understand the WORKING BARRIER
“product” and “service” Not so collaborated between
Business Units
SEVERITY from Low to High
Low High

15. PROBLEMS
KNOWLEDGE
SELF CLARIFICATION
Unclear about oneself, what
MANAGEMENT
Can’t retrieve previous or
LACK OF ACTION PLAN service can one provide.
present information.
No solid action plan toward big goal NO INNOVATION
CULTURE
Then No support system that
boost free idea to solution
FINANCIAL BLOCK Now
Innovation doesn’t go well
with number
BROAD SCOPE &
WORK LOAD
SALES CAN’T KEEP Hands are full of work, no
capacity for further job.
UP WITH CHANGE
Need to re-understand the WORKING BARRIER
“product” and “service” Not so collaborated between
Business Units
SEVERITY from Low to High
Low High

16. PROBLEMS
KNOWLEDGE
SELF CLARIFICATION
Unclear about oneself, what
MANAGEMENT
Can’t retrieve previous or
LACK OF ACTION PLAN service can one provide.
present information.
No solid action plan toward big goal NO INNOVATION
CULTURE
Then No support system that
boost free idea to solution
FINANCIAL BLOCK Now
Innovation doesn’t go well
with number
BROAD SCOPE &
WORK LOAD
SALES CAN’T KEEP Hands are full of work, no
capacity for further job.
UP WITH CHANGE
Need to re-understand the WORKING BARRIER
“product” and “service” Not so collaborated between
Business Units
SEVERITY from Low to High
Low High

17. GABRIEL’s
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

18. U2M

19. United to Market (U2M) is a new internal campaign within Gabriel
which was launched in October 2009. It is an new way of thinking that
Gabriel would approach market as a whole, not individually as
Business Master.

20. United to Market (U2M) is a new internal campaign within Gabriel
which was launched in October 2009. It is an new way of thinking that
Gabriel would approach market as a whole, not individually as
Business Master.
Design / Raw Unprocessed Dyeing / Cutting /
Idea Yarn Upholstering Fitting
Development material Fabric Finishing sewing
Fabrics cut /
Piece goods / Partly fitted Furniture Completed
Upholstering
Cut length fabrics parts furniture
sewn

21. United to Market (U2M) is a new internal campaign within Gabriel
which was launched in October 2009. It is an new way of thinking that
Gabriel would approach market as a whole, not individually as
Business Master.
U2M
Design / Raw Unprocessed Dyeing / Cutting /
Idea Yarn Upholstering Fitting
Development material Fabric Finishing sewing
Fabrics cut /
Piece goods / Partly fitted Furniture Completed
Upholstering
Cut length fabrics parts furniture
sewn

22. “Together as one”

23. U2M
LAUNCH EVENT
Day 1 : Build curiosity

24. Day 2 : A hint

28. Day 3 : U2M Launch day

31. GABRIEL’s
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

32. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

33. Multi-divisional
Evolving from
Organisation

34. Multi-divisional
Evolving from
Organisation
Multi-
into
dimensional

35. MULTI-DIVISIONAL ORGANISATION
Characteristics

36. MULTI-DIVISIONAL ORGANISATION
Characteristics
Firm is organised in separate business units.
Unit C
Unit B
Unit D
Unit A

37. MULTI-DIVISIONAL ORGANISATION
Characteristics
Firm is organised in separate business units.
All units are autonomous, self-manage and accountable
for creating its own economic value
Unit C
Unit B
Unit D
Unit A

38. MULTI-DIVISIONAL ORGANISATION
Characteristics
Firm is organised in separate business units.
All units are autonomous, self-manage and accountable
for creating its own economic value
Resources are allocated to business units
Unit C
Unit B
Unit D
Unit A

39. MULTI-DIVISIONAL ORGANISATION
Characteristics
Firm is organised in separate business units.
All units are autonomous, self-manage and accountable
for creating its own economic value
Resources are allocated to business units
Task of the corporate parent is to add value to the activities
of the business units.
Unit C
Unit B
Unit D
Unit A

40. MULTI-DIVISIONAL ORGANISATION
Characteristics
Firm is organised in separate business units.
All units are autonomous, self-manage and accountable
for creating its own economic value
Resources are allocated to business units
Task of the corporate parent is to add value to the activities
of the business units.
Focus in exploitation of resource, do what you can do best
Unit C
Unit B
Unit D
Unit A

41. MULTI-DIMENSIONAL ORGANISATION
Characteristics

42. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Number of Dimensions
Dimensions
ABN AMRO 4(+1) Regions, Global Clients, Market Segments, Products, (Support Functions)
Ahold (Abert Heijn 8 Time, Place, Formula, Category, Customerʼs Loyalty Card, Receipt, Regions,
Company) Branch/Store
ASML 2(+1) Products, Accounts, (Support Functions)
IBM 4(+1) Product/Solution, Region, Accounts, Distribution Channels, (Support Functions)
Microsoft 4 Products, Regions, Applications, Market Segments
PricewaterhouseCoopers 2(+1) Industries, Professional Services, (Support functions)
Van Hattun & Blankevoort 2 Business Units, Projects

43. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.

44. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.

45. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Multidimensional organisation has customer as
centre of attention and organisation’s big goal.
A Dim
n sion ens
ion
D ime B
Customer
Customer
Customer
Customer
Customer
Dimension C, D, E, ...

46. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Multidimensional organisation has customer as
centre of attention and organisation’s big goal.

47. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Multidimensional organisation has customer as
centre of attention and organisation’s big goal.

48. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Multidimensional organisation has customer as
centre of attention and organisation’s big goal.
Multidimensional rms eliminate
Information Asymmetries

49. MULTI-DIMENSIONAL ORGANISATION
Characteristics
Firm is organised in separate business units in different
dimensions and hold different managers for each dimension.
Multidimensional organisation has customer as
centre of attention and organisation’s big goal.
Multidimensional rms eliminate
Information Asymmetries
Focus in knowledge exploitation.

50. Example of
Multidimensional Org.

51. Example of
Multidimensional Org.

52. ORGANISATION MODEL
AND FOOTBALL TEAM?

55. Multi-Divisional Organisation Multi-Dimensional Organisation
Focus Tangible resources Integrated resources
(Playerʼs skill) (Lineup, tactics)
Strategy Resource Centric Customer Centric, as a main goal
(Each playerʼs skill) (Working differently but toward the same goal)
Organisation Portfolio of unit, Independence Integrated firm, Dependence
(How well is individual performance) (Collaboration as a team)
Reward by Individual and
Reward Reward by Individual performance target
(Reward by playerʼs performance) contribution toward the big goal
(Reward by contributing a win to team)

56. Multi-Divisional Organisation Multi-Dimensional Organisation
Focus Tangible resources Integrated resources
(Playerʼs skill) (Lineup, tactics)
Strategy Resource Centric Customer Centric, as a main goal
(Each playerʼs skill) (Working differently but toward the same goal)
Organisation Portfolio of unit, Independence Integrated firm, Dependence
(How well is individual performance) (Collaboration as a team)
Reward by Individual and
Reward Reward by Individual performance target
(Reward by playerʼs performance) contribution toward the big goal
(Reward by contributing a win to team)

57. Multi-Divisional Organisation Multi-Dimensional Organisation
Focus Tangible resources Integrated resources
(Playerʼs skill) (Lineup, tactics)
Strategy Resource Centric Customer Centric, as a main goal
(Each playerʼs skill) (Working differently but toward the same goal)
Organisation Portfolio of unit, Independence Integrated firm, Dependence
(How well is individual performance) (Collaboration as a team)
Reward by Individual and
Reward Reward by Individual performance target
(Reward by playerʼs performance) contribution toward the big goal
(Reward by contributing a win to team)

58. MULTIDIVISIONAL MULTIDIMENSIONAL
ORGANISATION ORGANISATION
Strategy Strategy
Physical Production Model Knowledge Exploitation Model
Resource Centric Customer Centric
Organisation Organisation
Port-folio of Units Integrated Firm
Single Dimension Multi Dimensions
Autonomy Teamwork
Planning and Control Process Planning and Control Process
Focus on Tangible resources
Single Dimension
Gabriel Focus on Integrated Resources
Multiple Dimension at all levels
Unit Primary Profit Centre Customer Primary Profit
Centre
Rewards Rewards
Individual Performance Target Team and Individual
Performance Target
People People
Unit Oriented Firm Oriented
Motivated by Control of Motivated by Contribution to
Resources the Success of the Firm

59. MULTIDIVISIONAL MULTIDIMENSIONAL
ORGANISATION ORGANISATION
Strategy Strategy
Physical Production Model Knowledge Exploitation Model
Resource Centric Customer Centric
Organisation Organisation
Port-folio of Units Integrated Firm
Single Dimension Multi Dimensions
Autonomy Teamwork
Planning and Control Process Planning and Control Process
Focus on Tangible resources
Single Dimension
Gabriel
Gabriel Focus on Integrated Resources
Multiple Dimension at all levels
Unit Primary Profit Centre Customer Primary Profit
Centre
Rewards Rewards
Individual Performance Target Team and Individual
Performance Target
People People
Unit Oriented Firm Oriented
Motivated by Control of Motivated by Contribution to
Resources the Success of the Firm

60. MULTIDIVISIONAL MULTIDIMENSIONAL
ORGANISATION ORGANISATION
Strategy Strategy
Physical Production Model Knowledge Exploitation Model
Resource Centric Customer Centric
Organisation Organisation
Port-folio of Units Integrated Firm
Single Dimension Multi Dimensions
Autonomy Teamwork
Planning and Control Process Planning and Control Process
Focus on Tangible resources
Single Dimension
Gabriel
Gabriel Focus on Integrated Resources
Multiple Dimension at all levels
Unit Primary Profit Centre Customer Primary Profit
Centre
Rewards Rewards
Individual Performance Target Team and Individual
Performance Target
People People
Unit Oriented Firm Oriented
Motivated by Control of Motivated by Contribution to
Resources the Success of the Firm

61. Gabriel
MULTIDIVISIONAL MULTIDIMENSIONAL
ORGANISATION ORGANISATION
Strategy Strategy Strategy
Physical Production Model Knowledge Exploitation Model
Physical Production &
Resource Centric Resource and
Customer Centric
Customer Centric
Organisation (KAM programme) Organisation
Organisation
Port-folio of Units Integrated Firm
Single Dimension Port-folio and Multi Dimensions
Semi-multi trying to be
Autonomy Teamwork
Autonomy & Teamwork
Planning and Control Process Planning and Control Process
Focus on Planning and Control Process
Focus on Tangible resources Tangible Focus on Integrated Resources
Single Dimension resources Multiple Dimension at all levels
Semi-multi Dimension
Unit Primary Profit Centre Customer Primary Profit
Unit Primary Profit Centre
Centre
Rewards
Rewards Team & Individual
Rewards
Individual Performance Target Performance Target Team and Individual
Performance Target
People
People Unit Oriented People
Unit Oriented Firm Oriented
Motivated by Control of Motivated by both Motivated by Contribution to
Resources the Success of the Firm
Gabriel

62. Gabriel as Multidimensional Organisation

63. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Accounts & Industries
(including KAM)
Professional Services
Support function
(HR, IT, facility management)

64. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Objective:
Accounts & Industries Explore Market, retain
(including KAM) good relationship
with customer Unit B Unit A
Professional Services
Support function
(HR, IT, facility management)

65. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Objective:
Accounts & Industries Explore Market, retain
(including KAM) good relationship
with customer Unit B Unit A
Objective:
Professional Services Provide Product and
Service , controlling
the resources
Unit C Unit D Unit E
Support function
(HR, IT, facility management)

66. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Objective:
Accounts & Industries Explore Market, retain
(including KAM) good relationship
with customer Unit B Unit A
Objective:
Professional Services Provide Product and
Service , controlling
the resources
Unit C Unit D Unit E
Support function Objective:
(HR, IT, facility management) Provide Support
Unit F Unit G

67. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Objective:
Accounts & Industries Explore Market, retain
(including KAM) good relationship
with customer Unit B Unit A
Objective:
Professional Services Provide Product and
Service , controlling
the resources
Unit C Unit D Unit E
Support function Objective:
(HR, IT, facility management) Provide Support
Unit F Unit G

68. MULTI-DIMENSIONAL ORGANISATION
Implementation in Gabriel (PricewaterhouseCoopers Model)
Objective:
Accounts & Industries Explore Market, retain
(including KAM) good relationship
with customer Unit B Unit A
Objective:
Management Board Integrating the rm, manage balance
between developing new market
opportunities and utilisation of resources
Objective:
Professional Services Provide Product and
Service , controlling
the resources
Unit C Unit D Unit E
Support function Objective:
(HR, IT, facility management) Provide Support
Unit F Unit G

69. Pro Dimen
fess
A
on stries iona sion B
nsi ndu l Se
imes & I
D nt
rvic
es
Accou
Customer
Customer
Customer
Customer
Customer
Dimension C
Supportive Units

70. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

71. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

72. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
Customer Centric
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

73. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
Customer Centric Focus on Integrated
Resources
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

74. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
Customer Centric Focus on Integrated
Resources
FINANCIAL BLOCK
Team performance reward
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

75. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
Integrated firm, units are
Customer Centric dependent on each others. Focus on Integrated
Resources
FINANCIAL BLOCK
Team performance reward
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

76. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
Multiple dimension
WORKING BARRIER
for multiple purposes
Integrated firm, units are
Customer Centric dependent on each others. Focus on Integrated
Resources
FINANCIAL BLOCK
Team performance reward
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

77. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
Clearer picture of the organisation
Multiple dimension
WORKING BARRIER
for multiple purposes
Integrated firm, units are
Customer Centric dependent on each others. Focus on Integrated
Resources
FINANCIAL BLOCK
Team performance reward
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

78. Rede ning roles of
Sales and DesignTeam

79. Sales
Sales
Market
Pursuer
Product &
Service
Design
Development
Design
Product Solution
In-between
Supplier
Traditional sales, Isolated Occasionally join team
Service
Cross-functional Team,
function, work separately on for some certain task. from both market pursuer
each own unit. and development team as
integrated unit.
(ie. Project manager
as a salesperson, Design team
as part of sale team)

80. GOOD REASONS WHY SHOULD
DESIGNMASTER INVOLVE WITH
ABOVE THE LINE?
DesignMaster could help as an
opportunities spotter
Sales
Enhance sales activities with
Design insight
Market DesignMaster could involve and
support in sales activities
Pursuer
Product &
Service GOOD REASONS WHY SHOULD
SALES INVOLVE WITH BELOW
Development THE LINE?
Feed Design activities with
Customer insight
Design
Sales gain more insight and
knowledge from developer side.

82. ”If U2M campaign is a pizza, each business unit is the ingredient on
the pizza, management & support unit is the dough, and sales team
are the chef who make/customise what to put in the pizza which
best for clients’ need and offer the whole of complete pizza solution.”

83. ”If U2M campaign is a pizza, each business unit is the ingredient on
the pizza, management & support unit is the dough, and sales team
are the chef who make/customise what to put in the pizza which
best for clients’ need and offer the whole of complete pizza solution.”
What would you (DesignMaster) like to be? Bacon or a chef?

84. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
SALES can’t keep
up with change
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

85. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
CHANGE
SALES can’t keep ROLE OF SALES &
up with change DESIGN TEAM
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

86. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
CHANGE Sales could gain more knowledge
SALES can’t keep ROLE OF SALES & from Development Team’s insight
up with change DESIGN TEAM
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

87. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
CHANGE Sales could gain more knowledge
SALES can’t keep ROLE OF SALES & from Development Team’s insight
up with change DESIGN TEAM
Enhance “Integrated Thinking”
in sales process
WORKING BARRIER
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

88. GABRIEL’s U2M
DIRECTION From TEXTILE SUPPLIER Offer ranges of PRODUCTS Encourage INNOVATION
to DEVELOPMENT PARTNER and SERVICES
PROBLEM
U2M
CHANGE Sales could gain more knowledge
SALES can’t keep ROLE OF SALES & from Development Team’s insight
up with change DESIGN TEAM
Enhance “Integrated Thinking”
in sales process
WORKING BARRIER
DesignMaster could involve
and aid sales activities
FINANCIAL BLOCK
BROAD SCOPE &
WORK LOAD
MULTI-DIMENSIONAL ORG.
Then
LACK OF ACTION PLAN
Now
SELF CLARIFICATION
KNOWLEDGE
MANAGEMENT
NO INNOVATION
CULTURE

89. Thank you for your attention
Any Questions?