The Power of Values: How Experience Shaped Our Firm

“Every step in your journey leads you to exactly where you are today.” – Unknown

Last November, I went to my reunion with the Class of 1993 from the Owen Graduate School of Management at Vanderbilt University. It was fun to see and reconnect with friends from b-school, catch up on life, and hear about some of the amazing things my classmates have done since we graduated. But it also means I have been in the world of consulting for 30 years!

Three decades in the industry have given me a variety of experiences in different organizations and the privilege of working alongside and learning from many different people. These experiences and people played crucial roles not only in my own journey but in The Gunter Group’s as well, because they formed the foundation for the values and philosophy that are core to our company.

As a newly minted M.B.A. in 1993, I started my consulting career at Deloitte Consulting. What a great place to start! I had the privilege to work with incredibly smart and talented people, many of whom are still friends and mentors. It was hard work, but it taught me how much I loved consulting… solving difficult problems, working with great teams, and most of all, serving clients. Looking back, I wouldn’t trade my experience at Deloitte for anything because it built the foundation for the rest of my career.

But after seven years with Deloitte, the road warrior lifestyle of a consultant started to become draining. I met my wife, Ashleigh, at Deloitte, and we both made the difficult decision to leave the firm soon after we got married in order to start our life together. We left a lot of friends and colleagues, and work that we enjoyed, but it was the first of many decisions Ashleigh and I made over time to put our lives and values first. At that time, what mattered was starting our newly married life together.

I ended up at two different startups in Atlanta, leading teams focused on delivering high-quality client service. The second startup, Rubbernetwork (now Elemica), was a great experience and gave me lifelong friends all over the world. What I learned in a startup of 65 people was how amazing it was to be part of a small, tight-knit team, and how much I valued being able to work alongside people that I considered friends. I still carry that lesson with me today.

At Rubbernetwork, I led the part of the organization focused on our clients in Europe. Given I was based in Atlanta, it meant a lot of time away. With a two-year-old at home and another one on the way, Ashleigh and I realized we needed a change and decided to move to Portland, Oregon (Ashleigh’s hometown), to raise our family. It was another hard decision because it meant leaving friends and family in Atlanta, but we knew it was the right decision.

To enable the move to Portland, I went back into consulting and joined a small (at the time) firm called Point B. It reminded me of how much I loved client service and also what it was like to be part of a small, growing firm that was really starting to build.

The point of all this is not to “walk through the highlights of Mike’s career”. The different organizations of which I have been part and the people with whom I worked had a profound impact on me and led directly to Ashleigh’s and my decision to start The Gunter Group in 2011. Exposure to different types of organizations gave us the foundation to develop our own perspective of what kind of organization we would like to create and build, and the values we would want to incorporate into it.

We’re now thirteen years in with The Gunter Group. We have an amazing team, many of whom have been with us since the very beginning, some of whom are new, and a bunch that fall somewhere in between. We have an incredible set of clients that we are privileged to serve. We have incorporated our values—our “Non-Negotiables”—into our organization, and our team reflects them every single day with how we work with each other and our client teams. We are building a sustainable organization that will be around for the long haul.

I am also proud to say that I still get to work alongside a bunch of my friends.

These days my role is a lot different. I am not as deeply involved anymore in day-to-day client delivery or in the operations of the firm. We have a talented team that does an amazing job of those things. I see my role as trying to think strategically about the direction of the firm and how to get there, and guiding, mentoring, coaching, and lifting up the emerging leaders in our company. That has been an evolution; one that has been challenging at times (I have a hard time not getting in the middle of things and almost always have an opinion 😀), but one that has and continues to be immensely rewarding. It has been a humbling experience to watch people start at TGG as brand new consultants and grow into incredible leaders and amazing professionals.

Back to my reunion. 30 years have gone by pretty fast. As smart as I’m sure I thought I was back then, I could not have predicted where the journey would take me. There were definitely a few turns we didn’t expect, but we embraced them and adapted to the change.

I couldn’t be happier to be where I am now. I am proud of our team and what we’re building. It has been incredibly rewarding to watch the company and my teammates grow, and see how TGG reflects our values and who we are as people. I am excited about where we are going as a firm and what the future holds for us, and I am also excited to continue writing about our (and my) journey along the way.

“Every step in your journey leads you to exactly where you are today.” – Unknown


Navigating the Future: Supply Chain Optimization Part 1

Welcome back to our series on Supply Chain Trends! In our previous posts, we explored the latest trends in technology, manufacturing, warehousing, logistics, and fulfillment. Now, let’s dive into the critical topic of supply chain optimization, which we’ll explore over two insightful parts.

Supply chain optimization is a strategic approach aimed at enhancing the efficiency and effectiveness of a company’s supply chain operations. This optimization can be grouped into several key disciplines:

In this first installment, we’ll delve into the trends driving optimization within Data & Analytics and Flexibility & Agility. Stay tuned for our follow-up post where we will explore eCommerce, Supply Chain Collaboration, and Sustainability.


Data & Analytics: Transforming Supply Chain Management

Data and Analytics play an increasingly crucial role in organizational efforts to optimize supply chains. By using advanced analytical techniques to process and interpret vast amounts of data from various supply chain activities, companies can improve efficiency, reduce costs, enhance decision-making, and facilitate collaboration. Here are three key trends in data and analytics driving supply chain optimization:

Imagine being able to predict future demand accurately, ensuring you always have the right inventory at the right time. This is the power of Predictive Analytics. Using advanced algorithms and AI, predictive analytics allows companies to forecast demand, optimize inventory, reduce operational costs, and enhance logistics. Companies like DHL, UPS, and Amazon are already reaping the benefits.

Big Data is revolutionizing supply chain management by providing actionable insights from vast amounts of data. By analyzing real-time data from various sources, companies can make more informed decisions, predict demand accurately, and streamline their processes.

A Digital Supply Chain Twin is a virtual simulation of your physical supply chain, allowing you to test scenarios and predict outcomes. This technology helps organizations understand the impact of decisions and disruptions, enabling more resilient and efficient operations. Companies like PepsiCo and General Motors are leading the way with this innovative technology.


Flexibility & Agility: Adapting to a Dynamic Market

Flexibility and Agility are essential for modern supply chains, enabling them to respond swiftly to market changes and customer demands. Here are seven strategies being pursued to enhance flexibility and agility in supply chains:

Outsource your supply chain management with Supply Chain as a Service (SCaaS), and focus on your core competencies while enjoying improved efficiency and reduced costs. Giants like Amazon and Hewlett Packard are already leveraging SCaaS to streamline their operations.

In today’s fast-paced market, flexibility is key. Elastic Logistics allows your supply chain to scale up or down swiftly in response to demand changes, enhancing efficiency and customer satisfaction.

Bridge the gap between your supply chain operations, multi-functional processes, and people systems with Synchronization-Integration. This strategic approach helps manage inventory with precision and improves overall efficiency.

With the rapid evolution of product life cycles, especially in sectors like electronics and apparel, supply chains must be agile and efficient. This adaptability is crucial for staying competitive amid constant innovation and consumer preference changes.

Utilize cutting-edge technologies like AI, IoT, and blockchain to optimize your logistics with Smart Logistics. These innovations can reduce costs, improve efficiency, and enhance customer experiences.

Enhance your customer experience through seamless integration across all shopping channels with Omni-Channel strategies. This approach improves inventory management and operational efficiency while enabling data-driven decision-making.

Supply Chain Innovation involves adopting new strategies, technologies, and processes to enhance efficiency, reduce costs, and mitigate risks. Staying ahead with innovative solutions is key to meeting customer demands and improving overall performance.


Optimization Questions for Your Organization

As you consider the important insights we’ve shared, asking the following questions within your organization can help evaluate your supply chain optimization strategies:

How accurately are we predicting demand? Are there opportunities to leverage AI and advanced algorithms to improve our forecasting?

Are we fully utilizing the data available to us? What additional data sources could provide valuable insights for decision-making?

Do we have a virtual model of our supply chain to test scenarios and predict outcomes? How could this technology enhance our resilience?

Could outsourcing parts of our supply chain management help us focus on our core competencies and reduce costs?

How flexible is our logistics network in responding to market changes? Are there areas where we could be more agile?

Are our supply chain operations, processes, and people systems well-integrated? What steps can we take to improve this?

How quickly can our supply chain adapt to changes in product life cycles? Are we keeping up with industry innovations and consumer preferences?

Are we using the latest technologies to optimize our logistics? What potential cost savings and efficiency improvements could we achieve?

How seamless is our customer experience across different shopping channels? Are we making data-driven decisions to enhance this experience?

Are we continuously adopting new strategies and technologies to stay ahead of the competition? What areas of our supply chain could benefit from innovative solutions?



In this first part of our supply chain optimization series, we’ve explored how Data & Analytics and Flexibility & Agility are transforming supply chains. These advancements are crucial for enhancing operational efficiency and maintaining competitiveness in today’s dynamic market landscape.

Stay tuned for part two, where we’ll dive into eCommerce, Supply Chain Collaboration, and Sustainability. Together, these insights will provide a comprehensive overview of how you can leverage innovation to optimize your supply chain strategies and drive success.

Don’t wait—start optimizing your supply chain today! Contact us to learn more and get started on your journey to supply chain excellence.



Navigating the Future: 9 Ways Tech and AI are Impacting Supply Chains

Navigating the Future: How Automation is Shaping Supply Chains

Navigating the Future: How Automation is Shaping Supply Chains

Welcome back to our series on trends in supply chains! As we established in our first post, technology is having a dominant and direct impact on supply chains and organizations must strategically adapt in order to stay competitive.  

In this post we will dive into four critical pillars (manufacturing, warehousing, logistics, and fulfillment) and critical considerations facing organizations as they assess the future of their supply chains. 

Here are the key components shaping each of the four pillars of supply chains:

Four Pillars of Supply Chain Optimization


Examples of critical elements within each pillar are as follows: 

1. Manufacturing:

2. Warehousing:

3. Logistics:

4. Fulfillment:

A common theme spanning all four pillars and facing organizations today is automation. Whether in manufacturing, warehousing or transportation, companies have been investing significantly in automation to realize efficiency improvements, lower costs, increased capacity, predictable maintenance and improved operational performance required to meet an evolving and dynamic business environment. 

Examples of automation being employed across these pillars include the following:

Automation Examples in Supply Chain Pillars

Optimizing your supply chain in these four areas and factoring in automation involves a strategic, step-by-step approach to identify inefficiencies, evaluate potential benefits, and implement supporting technology solutions effectively. 

The following is a recommended approach for organizations planning to optimize their supply chain and tap into automation opportunities:

Phase 1: Assessment and Analysis

– Identify Pain Points: Begin by identifying inefficiencies, bottlenecks, and challenges within the current supply chain operations. Examples could include high operational costs, low inventory turnover, frequent stockouts or overstock situations, and delays in delivery times.

– Evaluate Current Processes: Map out the current supply chain processes to understand the flow of goods, information, and finances. This helps in pinpointing areas that could benefit from optimization.

– Data Collection and Analysis: Collect and analyze data related to supply chain performance, including lead times, inventory levels, supplier performance, and customer satisfaction metrics. This data will provide a baseline for measuring improvement.

– Technology Audit: Assess the current state of technology within the supply chain. Identify existing technologies and their utilization, integration capabilities, and any gaps that automations could fill.

– Market and Technology Research: Research the latest trends in supply chain automation, including software solutions (like ERP, SCM, CRM systems), hardware (like robotics, IoT devices), and emerging technologies (like AI, blockchain). Understand how these could be applied to address identified pain points.

Phase 2: Strategic Planning

– Define Objectives and Priorities: Based on the assessment, clearly define what the organization aims to achieve with optimization, such as reducing costs, increasing speed, improving accuracy, or enhancing customer satisfaction.  

– Feasibility Study and ROI Analysis: Conduct a feasibility study for the proposed optimization solutions, including a cost-benefit analysis and an ROI forecast. Consider the financial, operational, and technical viability of implementing these solutions.

– Vendor Selection and Technology Sourcing: Identify potential vendors and technology partners. Evaluate their offerings, support services, and integration capabilities with existing systems. Select vendors that align with the organization’s objectives and budget.

Phase 3: Implementation

– Testing: Before a full rollout, conduct tests of the solutions in select areas of the supply chain. This allows for evaluating the impact on operations, identifying any issues in a controlled environment and will help to evaluate how ready the organization is to adopt the new technologies and processes.

– Training and Change Management: Develop a training program for employees to familiarize them with the new technologies and processes. Implement change management practices to address resistance and ensure a smooth transition.

– Deployment: Proceed with the full deployment of the solution, ensuring it is properly configured and aligned with existing systems and workflows.

– Monitoring and Continuous Improvement: After implementation, continuously monitor the performance of the solution. Collect data to measure improvements and identify areas for further optimization. Be prepared to iterate and make adjustments as necessary.

Phase 4: Review and Scale

– Performance Review: Compare post-implementation performance against the objectives and baseline metrics established in the assessment phase. Evaluate the success of the optimization project in terms of efficiency gains, cost savings, and ROI.

– Scaling and Further Automation: Based on the initial implementation’s success, consider scaling the optimization solution to other areas of the supply chain or implementing additional technologies to further optimize operations.

– Feedback Loop: Establish a feedback loop with all stakeholders, including employees, suppliers, and customers, to gather insights on the impact of the new solution and identify opportunities for continuous improvement.

Throughout this process, it’s crucial to maintain flexibility, as supply chain dynamics can change rapidly due to market conditions, technological advancements, or shifts in consumer demand. By following these steps, organizations can ensure a strategic approach to optimizing their supply chain, leading to enhanced efficiency, reduced costs, and improved competitiveness.


The Gunter Group’s consultants offer industry expertise to guide organizations in assessing and optimizing their supply chains and help businesses maximize the impact of their supply chain operations.  Stay tuned for our next post, which will explore tools and practices driving supply chain optimization, including supply collaboration, e-commerce, data analytics, and supply chain flexibility. 



Navigating the Future: 9 Ways Tech and AI are Impacting Supply Chains

TGG Ranked as One of Oregon’s Best Companies to Work For

Last month The Gunter Group (TGG) was recognized as one of Oregon’s 100 Best Companies to Work For by Oregon Business magazine. The honor marked the ninth time TGG has been named one of the 100 Best Companies to Work For in Oregon.  

As part of the celebration and achievement, we visited with Ande Olson, Manager and Data Services Leader, and Laura Emily, People Leader at TGG to discuss and reflect on this special award.

What does TGG being named one of Oregon Business Magazine’s 100 Best Companies to Work for mean to you?

Ande: It’s a validation of the work our leadership team has done to maintain our culture and it’s an endorsement of how we bring value to our clients that’s different from other companies. We show up differently because we care deeply about our culture and making TGG an enjoyable place to work. Being named one of Oregon Business Magazine’s 100 Best Companies is a wonderful reflection of that diligence. 

Laura: I’m thrilled we continue to be recognized as a best company to work for in Oregon. The Oregon Business Magazine list is actually how I first discovered TGG about seven years ago. Since then, I’ve been fortunate to have experienced our culture in different capacities from my role as a Consultant, to various operational roles, to my current role as People Leader. Ensuring TGG remains an amazing place to work is incredibly important to me. 

This is the ninth time TGG has made the Oregon’s Best list. What do you think contributes to this consistency? 

Ande: Our culture and non-negotiables are at the center of everything we do, from internal, strategic planning to execution for our clients. That focus has allowed us to ensure we have a great workplace and work environment for everyone who decides to work for TGG. We’re fortunate that Oregon’s Best has been able to capture our culture-focused decision-making for the past nine years.

Laura: Our leaders have never strayed from our relentless dedication to preserving our culture. We don’t separate culture from strategy which means that we approach every decision across the firm with impact to culture in mind. In addition, as we grow, we place increasing importance on ways to ensure our employees feel connected, engaged, and empowered to grow with us. 

How would you describe TGG to people outside the organization?

Ande: TGG is a management consulting firm that focuses on pragmatism over dogmatism. We execute on that by focusing on partnering with our clients for the long-term, often requiring us to bend the boundaries of traditional approaches to ensure that we’re creating lasting value for our clients. Our team is dedicated to that mission and when you fold in the focus we have on our culture, we’ve been able to create and maintain a really special place to work.

Laura: TGG partners with our clients to help them solve their business challenges and support them in reaching their short- and long-term goals. We are dedicated to providing exceptional client service by holding ourselves to high standards in the work we deliver and the way we partner. Our non-negotiable values guide all of our interactions, both internally across the team and externally with our clients. 

What elements of TGG’s culture do you appreciate and enjoy the most?

Ande: Two things come to mind: our leadership team’s commitment to transparency and the entire organization’s willingness to collaborate. Our Partners and Principals ensure that everyone understands the direction we’re moving and keeps everyone apprised of major decisions that are being made. It feels good to be included in those big conversations, especially during a tumultuous few COVID years! Additionally, in five years I haven’t once been turned down by someone when asking for help. In the workplace, there isn’t a much better feeling than walking into a difficult situation knowing that you’re fully supported by everyone you work with and that they’re willing to put down their own deliverables to help you out if you need it.

Laura: I most appreciate the amazing people I get to call my teammates. We hire people who are not only exceptional consultants but also great humans. We learn from each other, encourage each other to improve and develop, and genuinely enjoy each other’s company. When you combine that with a love for consulting and serving our clients, you get the magic that is TGG. I feel very grateful to have found TGG and to be in a role dedicated to ensuring we remain an outstanding place to be. 

The 100 Best Companies to Work For in Oregon is an annual showcase that recognizes top Small, Medium, and Large businesses in the state. More than 9,000 employees across a wide range of industries complete an employee engagement survey that encompasses areas such as: management & communications, decision-making & trust, career development & learning, benefits & compensation, and work environment. 

To learn more about a career at The Gunter Group visit:

Getting Started with Sustainability

As of October 2023, nearly half of Fortune 500 companies are participating in one or more climate initiatives. Patagonia has made it clear that their mission – their entire purpose for existing – is to tackle climate change. Another of the most notable sustainable companies, Unilever, is over a decade into efforts to transform its entire global supply chain.

But, what if your company is just getting started with conversations about sustainability? Amidst all of the various sustainability missions, strategies, and pledges, how does your company determine the best approach for them?

There is a vast sea of content and frameworks that exist across the corporate sustainability space to help companies with this question. Below is just a small sampling of the many frameworks and methodologies available to those looking to get started in sustainability:

However, when I think about how a company can most effectively get started in sustainability, I don’t gravitate towards any of the specific frameworks or methodologies listed above. I think of two simple prompts. 

Prompt #1 – What does Unsustainable mean to your company? (A quick, simple definition of Corporate Sustainability: Running a business in a way that remains profitable/viable without negatively impacting people and the environment.)


Do any of these examples resonate with your business?

I created these examples utilizing Bob Willard’s “4 Quadrants of Enterprise Sustainabilityfrom the book The New Sustainability Advantage. Willard gave up an award-winning successful career in senior management at IBM to devote himself full-time to building corporate commitment to sustainability. He has a tremendous ability to help companies articulate their business case for sustainability. These 4 quadrants provide an excellent framework to help your company identify where to get started.

Prompt #2 – What are the downstream impacts that being “Unsustainable” has on your business?

These two prompts can help you better understand what getting started in corporate sustainability looks like for your organization. When surfacing these prompts with your team, don’t limit these initial discussions strictly to the leadership level. Don’t exclusively gravitate towards external key subject matter experts. There is likely a substantial level of passion that already exists within your organization on this topic. These initial questions pose a wonderful opportunity to engage your team in meaningful work. Meaningful work helps teams feel engaged and connected to a higher purpose, positively impacting team culture and employee experience. Take your time with these discussions and create opportunities for all to participate in crafting your company’s path forward in sustainability. It will pay dividends in the long run. 

Once you’ve had these conversations and understand what sustainability means to your organization, you need to consider your existing capacity to embark on this work. Do you have the personnel, resources, and knowledge within the organization to be successful? This would be a great time to conduct a readiness assessment. 

At The Gunter Group, we regularly perform readiness assessments for clients that are about to undergo an organizational transformation or major change initiative. We think about organizational readiness through our 4 service pillars: Strategy, People, Technology, and Execution. Below are questions applying these 4 service pillars that can help gauge your company’s readiness to embark on corporate sustainability:


– Strategy Development: What are your high level objectives? How aligned are these with your complete picture? 

– Strategy Governance: What will you need to put in place to ensure effective decision making? 

– Strategy Management: How will leadership enable iteration and improvement in the strategic direction over time?


– Organizational Design: What is the right level of collaboration for your strategy? What changes may be required to your organizational structure? 

– Change Management: Are there groups of people within the organization that are likely to be resistant to these changes? How will your company go about bringing them onboard from the beginning to ensure a successful change adoption?

– Leadership Coaching & Development: What critical knowledge and experience gaps exist within the leadership team? What training and coaching is needed to equip leadership to support your company’s strategy? 


– Enterprise Architecture: What technology gaps exist? Will you be in need of a software implementation or will there be a multi-year technical roadmap required to support your goals?

– Agile Practice: Large-scale change efforts that engage several facets of an organization are best executed through agile business practices. Does your company have experience with agile operating models, or is agile training needed?

– Decision Insights + Data Services: What will your sustainability strategy need from your organizational data structure and measurement capabilities? How can teams be better prepared for changing data requirements? Successfully executing against your company’s sustainability strategies will require understanding your organizational data structure and the availability of the data needed to support your goals.


– Program + Project Leadership: Change initiatives are complex. What is the scope of the project? What frameworks will be relied on to support effective planning and project leadership?

– Business + Systems Analysis: What impacts will this change effort have on existing business processes and systems? Do you have the capabilities present within your organization to analyze change impacts? 

– Operations + Process Improvement: Whether it’s waste reduction or operational inefficiencies, operational teams will be impacted by the sustainability strategy. How will they develop a clear understanding of necessary operational & process improvements and how to approach continuous improvement towards the end state?


Be prepared to pursue your sustainability strategies and goals similar to any other significant change effort. Involve your team in a cross functional, collaborative exercise, and don’t let sustainability get siloed within your organization.

At The Gunter Group, we have consultants spanning leadership levels that have experience leading successful change efforts as well as experience leading successful sustainability initiatives. Reach out to us if you’re interested in learning how TGG can support your company in getting started with corporate sustainability.

Navigating the Future: 9 Ways Tech and AI are Impacting Supply Chains

Supply chains are the backbone of the global economy, orchestrating the seamless flow from manufacturers to consumers. They are intricate networks covering vendor selection, raw materials, manufacturing, warehousing, and end-user delivery. Beyond meeting consumer demands, they drive economic growth, create jobs, drive profitability and brand share, and fuel innovation.

In crises like the Covid-19 Pandemic, resilient supply chains shine. Today’s dynamic business landscape demands agile responses to tech shifts, changing preferences, and disruptions. Global supply chains, complex and swift, navigate regulatory changes. Rapid evolution enhances efficiency and cost-effectiveness, enabling organizations to meet demands and conquer challenges. Innovation and data-driven insights are paramount for staying competitive.

In this series of blog articles we will explore the leading trends shaping future Supply Chains. This first article will discuss The Impact of Technology on Supply Chains, with subsequent posts covering the following topics:

– Supply Chain Operations: trends impacting functions such as manufacturing, warehousing and logistics as well as trends in automation.

– Supply Chain Optimization: optimizations such as supply collaboration, e-commerce, data & analytics and supply chain flexibility & agility. The post will also discuss sustainable supply chains.

– People in Supply Chain: the “people” impact resulting from wide-scale changes and how an organization can prepare people for this change.

– Supply Chain Business Environment, Supply Chain Resilience and Change Management: what organizations can expect going forward and how this will impact their supply chains.

Trends in Supply Chain: The Impact of Technology and AI on Supply Chain

In the landscape of global commerce, the importance technology will play in the future of supply chains is paramount. Artificial Intelligence (AI), Cybersecurity, and advanced tools are emerging as pivotal technological components all working together to develop Digital Supply Chains:

As technology continues to evolve, its integration into the supply chain not only enhances operational efficiency but also fortifies the sector against emerging challenges, ensuring a future-ready and adaptive foundation for global commerce.  


Supply Chain Management


AI is providing exciting advancements in supply chains, as exhibited from the following examples:

  1. Supply Chain Mapping: AI-driven supply chain mapping involves utilizing artificial intelligence algorithms to analyze and visualize the end-to-end flow of goods, information, and processes within a supply chain, offering comprehensive insights and optimization opportunities. Wal-Mart, Tyson Foods, Maersk and Siemens are real world examples of companies using Supply Chain Mapping to find and engage with alternate suppliers as well as pre-qualify alternate suppliers. 
  2. Machine Learning and Predictive Analytics: Machine learning in the supply chain applies algorithms to learn from data, predict trends, and optimize decision-making. This boosts forecasting accuracy, enhances inventory management, and improves overall operational efficiency. Continuous adaptation to new information ensures a responsive and agile supply chain. Companies like DHL, Maersk, UPS, and Vibronyx Inc. leverage AI-driven predictive analytics to analyze historical data, identify patterns, and forecast future trends, enabling proactive decision-making, risk mitigation, and operational optimization.
  3. Operational Performance: Specific examples of how AI can optimize operational performance include AI-powered forecasting that can equip operations with improved intelligence to reduce demand-supply mismatches, AI-based algorithms that automate goods retrieval from warehouses for smooth order fulfillment and chatbots to improve customer service. Additional examples include solutions supporting fleet management platforms that optimize routes for a faster and more economical movement of goods and AI-powered autonomous vehicles that can reduce driver costs.

Along with the importance of AI to the future of supply chains, there are various advanced tools, some of which will work hand-in-hand with AI capabilities that will play an important role in supply chains:

  1. Digital Supply Chain Twin: A Digital Supply Chain Twin is a virtual simulation of a physical supply chain that uses real-time data and artificial intelligence to analyze and predict its behavior. It helps organizations test scenarios, model different options, and understand the impact of decisions and disruptions on network operations. Real world examples of companies utilizing Digital Supply Chains include Google, FedEx, DHL, GE, Rolls-Royce and Pratt & Whitney.
  2. Supply Chain Control Tower: A Supply Chain Control Tower is a centralized platform that provides end-to-end visibility and real-time monitoring of supply chain activities spanning areas such as transportation, warehousing, inventory management and manufacturing. This enables proactive decision-making, issue resolution, and optimization of logistics processes. Real world examples of companies utilizing Supply Chain Control Towers include Coca-Cola, IBM, Nestle, Procter & Gamble and Unilever.
  3. Blockchain: Blockchain in the context of the supply chain acts as an immutable and transparent digital ledger, enabling secure and traceable recording of transactions, shipments, and processes across a decentralized network, thereby enhancing trust, reducing fraud, and optimizing transparency throughout the supply chain ecosystem. This technology ensures that each participant in the supply chain has access to a consistent and incorruptible record of transactions, fostering efficiency and accountability. Real world examples of companies utilizing Blockchain include Walmart to track products back to their origin, British Airways and Maersk to manage cargo, and Nestle for their Supply Chain management.
  4. Internet of Things: The Internet of Things (IoT) in the supply chain embeds sensors and connected devices for real-time tracking and data collection, fostering increased visibility and efficiency. This enables proactive decision-making, optimizing overall supply chain performance. Facilitating seamless communication between devices, IoT enhances management, provides actionable insights, reduces delays, and offers a comprehensive understanding of the entire supply chain ecosystem. Companies like Amazon, Volvo, and Maersk Line use IoT for warehouse management, monitoring car part shipments, and tracking containers globally.
  5. Smart Logistics: Smart Logistics integrates cutting-edge technologies such as IoT sensors, data analytics, and automation to optimize the entire logistics process, enabling real-time monitoring, predictive analytics, and efficient decision-making for improved supply chain performance. Real world examples of companies utilizing Smart Logistics include Amazon using Kiva robots to move goods efficiently across its fulfillment centers, DHL for better inventory management and forecasting, and Chronicled to automate traceability and instantaneously approve financial transactions in the shipping industry.  
  6. Cybersecurity: Cybersecurity is set to shape the future of the supply chain industry with key trends. The integration of AI and machine learning enhances adaptability to evolving threats. Blockchain technology fosters transparency and traceability. The rise of quantum computing prompts the development of quantum-resistant encryption. Convergence with IoT devices demands robust security protocols. Emphasizing collaboration and adopting a proactive, risk-based approach are crucial for staying ahead of cyber threats as supply chains digitize.

To reiterate the message at the beginning of this post, supply chains must be agile and adaptable to thrive. Enhancements in technology, such as in the tools listed above will play a significant role in allowing your supply chain to meet future challenges. In addition, as organizations begin utilizing these tools, they will also need to ask themselves the following questions to assess their readiness for implementation:

Today’s supply chains are far from the simplicity of a few years ago, as captured in this post showcasing key technological trends. At The Gunter Group, our team of consultants has extensive experience spanning numerous industries and organizations. We’re poised to offer valuable guidance, address your questions, and help develop supply chains that tackle the diverse challenges of the future.

Stay tuned for our next post, delving into the intricacies of Supply Chain Operations.

The 5 Keys to Successful Change Management in RevOps

Welcome to the final chapter of our RevOps series, where we’ve delved into the pivotal role of RevOps within digital transformation, how to successfully activate RevOps and practical ways to capitalize on RevOps functions through specific metrics. As we conclude this journey, it’s evident that RevOps isn’t just a buzzword – it’s a strategic force that brings together sales, marketing, and customer success teams to propel organizational growth. Yet, implementing RevOps goes beyond a mere structural shift; it necessitates effective change management and enablement structure to ensure a seamless transition and long-term success. 

While we’ve touched on the subject of change management many times, including an overview of different approaches, this blog will zoom in on the nuances of change management and explore the intricacies of navigating sustainable change within the dynamic framework of Revenue Operations.

The Change Management Imperative

Change is rarely easy, particularly in established organizations with ingrained structures and processes. Successful RevOps requires a cultural shift, and effective change management is crucial. Key strategies to navigate this transformative journey include: 

  1. Cross-Organizational Leadership Buy-In

Cross-organizational leadership buy-in is essential for successful RevOps implementation. While the initial focus may be on marketing, sales and customer success, ultimately each organizational unit will need to understand its role in the revenue generation cycle. RevOps signifies a shift toward collaboration, breaking down silos for a unified revenue approach. Without widespread leadership support, there’s a risk of resistance and slow adoption. Comprehensive buy-in accelerates acceptance, fostering an empowered culture that embraces change. This ensures the benefits of RevOps are fully realized across the organization, creating a more agile and customer-focused company. Start with hosting cross-functional workshops or strategy sessions where leaders from sales, marketing, customer success, and other key departments collaborate to understand the common organizational goals and how RevOps can support the efforts. 

  1. Communication is Key

Clear and consistent communication is the cornerstone of successful change management. Leaders must articulate the vision behind RevOps, emphasizing the benefits it brings to both the organization and individual teams. Regular updates and transparent communication about the upcoming changes help alleviate uncertainty and build a sense of shared purpose. Establish a dedicated communication plan, including regular town hall meetings, newsletters, and interactive Q&A sessions. Clearly articulate the benefits of RevOps to both the organization and individual teams. Use diverse channels such as email, intranet, and video messages to ensure a comprehensive and accessible communication strategy.

  1.  Engage Stakeholders Early and Often

Involving key stakeholders from different departments early in the process provides invaluable input for a smoother implementation. Additionally, involving employees in the decision-making process fosters a sense of ownership, making them more receptive to change. Form cross-functional project teams that involve key stakeholders from various departments in the RevOps implementation process. Set up regular feedback sessions and focus groups to gather insights and address concerns around the implementation and post-implementation. Provide a safe digital space in the form of collaboration platforms to encourage open dialogue and feedback. 

  1. Training and Skill Development

RevOps introduces a more integrated approach, requiring teams to acquire new skills and adapt to different tools and processes. Investing in comprehensive training programs ensures that employees are equipped to thrive in the evolving landscape. This not only minimizes resistance but also empowers individuals to contribute effectively to the revamped operations.

  1. Celebrate Small Wins

RevOps implementation is a journey marked by milestones. Celebrating small wins along the way reinforces the positive aspects of the change. Recognizing and rewarding teams for their efforts helps build momentum and encourages a culture of continuous improvement. Make sure to celebrate your team by communicating their wins throughout the organization via established channels and you may also consider setting up a RevOps milestone based recognition program. 

Sustaining the Change and Evolving with Enablement 

While change management sets the stage for a successful RevOps implementation, the enablement functions provide the tools and support necessary for teams to excel within the new paradigm. Enablement can be defined as an iterative process of providing tools, training and resources so that the teams can be successful. It is not a one-time training session, it’s a continuous nurturing process. Here’s how organizations can leverage enablement functions to facilitate a seamless transition:

  1.  Technology Enablement

RevOps relies heavily on technology to streamline processes and enhance collaboration. Ensure that teams are proficient in using the integrated tools and platforms introduced. Collaborate with IT to provide necessary support, training, and troubleshooting resources.

  1.  Data and Analytics Enablement

Data is the lifeblood of RevOps. Enable teams to harness the power of data by providing access to relevant analytics and insights. Invest in training programs that enhance data literacy, empowering teams to make informed decisions and drive revenue growth.

  1.  Cross-Functional Collaboration Platforms

Enablement functions should facilitate the creation and adoption of platforms that encourage cross-functional collaboration. Whether through project management tools, communication platforms, or shared repositories, these tools play a crucial role in breaking down silos and fostering a culture of collaboration.

  1.  Continuous Learning and Development

Enablement is an ongoing process. Implement programs that promote continuous learning and development, keeping teams updated on industry trends, best practices, and the evolving landscape of RevOps. This not only enhances individual skills but also contributes to the overall success of the organization.


Implementing RevOps is more than a structural shift; it’s a cultural transformation that requires a delicate balance of change management and enablement functions. By fostering clear communication, engaging stakeholders, celebrating wins, and investing in enablement, organizations can navigate the challenges and position themselves for sustained growth. We hope that through the TGG RevOps Blog series, you have discovered  that embracing the RevOps paradigm is about more than revenue; it’s about building a resilient and adaptive organization ready to thrive in the face of constant change.

Previous RevOps Articles:

  1. Maximizing Revenue and Efficiency: An Inside Look at RevOps
  2. Impacting the Bottom Line: The Four Pillars of RevOps
  3. Is Your RevOps Strategy Working? Navigating Revenue Operations for Growth

TGG Named a Top Provider of Digital Transformation and Agile Services

We are excited to share that The Gunter Group was recently named one of the “10 Most Promising Agile Service Providers” in 2023 by CIOReview magazine. CIOReview conducted a nomination process during which TGG was identified for its Agile work, specifically within the area of Digital Transformation. The recognition was part of CIOReview’s special Agile edition in early December.  

TGG’s results-driven support for organizations undertaking large-scale digital transformation has proven to be a valuable resource for numerous clients as the imperative for digital transformation grows across industries.

Angela Tekulve, Principal Consultant, commented: 

“Our team acts as a force to unite the leadership team, setting them up for success as change agents for their organization. We deliver necessary training, a well-defined roadmap, and a robust plan to guide clients from their present state to the end state.”

When it comes to digital transformation work, TGG leans on its listen-first approach and digital readiness assessment kit to help organizations avoid digital pitfalls like the lack of a shared vision, misaligned culture and change management, under-resourced digital programs, and ambiguous digital operating models.

The TGG tool kit is effective in identifying and evaluating six domains of digital capabilities typically observed in high-performing digital businesses. These include leadership and strategy alignment, customer-focused values, company culture, technology readiness, the process for resourcing, governance, continuous delivery practice (Agile), and existing digital program structure. It is designed to provide a nuanced understanding of organizations’ digital maturity, empowering organizations with first-hand insights into the gaps and opportunities for improvement in the operation models. 

When considering the challenges of digital transformations Matt Bader, TGG Partner, acknowledged: 

“Common challenges for business leaders undertaking a digital transformation pertain to the cross-functional nature of orchestrating a complex, enterprise-wide change. Divergence of perspectives among senior decision-makers can also present problems, which result in digital transformation efforts often being clouded with confusion and differing interpretations.”

TGG is humbled by the CIOReview recognition and is proud of its ability to unite leadership teams and tailor the approach to their culture and needs for complex, challenging digital transformation initiatives.

Read the full CIOReview profile on TGG here:

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Interested in learning more about Digital Transformation Readiness? Click here to discover more and download our Digital Transformation Starter Kit.

Is Your RevOps Strategy Working? Navigating Revenue Operations for Growth

In today’s ever-evolving business landscape, achieving sustainable growth is more than just having a remarkable product or service. It’s a complex interplay of various organizational facets that drive thriving enterprises forward. Yet, the process of aligning these functions and optimizing their performance can often feel like a daunting task.

In our previous blog, we delved into the world of Revenue Operations (RevOps), an indispensable strategic framework that acts as the linchpin for your organization. RevOps breaks down silos, fosters collaboration, and harnesses the power of data by aligning your marketing, sales, and customer success teams for maximum impact.

Today, we are diving even deeper into the RevOps data realm, following specific moments during the customer journey that provide valuable operational insights. We will explore critical metrics and how to use data to structure efficient teams as well as to help monitor performance, optimize processes, and forecast revenue effectively. 

Before we get into the metrics, it is important to level set on the foundational approach to organizational data:

  1. Baseline Data Maturity and focus on what you ask of your data
    • Level set and understand: All organizations can gain insight from their data, but understanding how mature your data organization is will right-size your ability to create insights.
    • Focus and approach: Leaders should ensure they are asking the best questions of their data. When organizations are aligned on what they are asking, then they can create thoughtful metrics.
  2. Establish Shared Metrics for Alignment
    • KPIs for customer journey: Set Key Performance Indicators (KPIs) for the entire customer journey.
    • Alignment of objectives: Shared metrics align the objectives of all teams. This shift from department-specific goals encourages a unified focus on overarching objectives like revenue growth and customer satisfaction.
  3. Foster Transparency and Accountability
    • Data sharing and transparency: Teams should have access to data and reporting tools to collaborate and identify areas for improvement.
    • Accountability and responsibility: Team members clearly understand performance contributes to shared goals, fostering teamwork and a sense of ownership, particularly when incentives align with these shared goals.
  4. Monitor Performance to Improve
    • Regular performance reviews: Regular performance reviews offer transparency and visibility into each team’s contributions and identifies opportunities for improvement, driving continuous growth and excellence.

Let’s now review specific examples of RevOps metrics that support optimizing your organizational design, facilitate performance monitoring process, and aid with revenue forecasting.

Throughout the customer journey there are key RevOps metrics that provide valuable insights for strategic growth and performance.

Throughout the customer journey there are key RevOps metrics that provide valuable insights for strategic growth and performance.


When combined, the above metrics provide a comprehensive view of the factors influencing future revenue. RevOps professionals can use historical data and trends to create models that incorporate these metrics, enabling more accurate revenue forecasts. Accurate forecasting is vital for making informed decisions, allocating resources effectively, and sustaining revenue growth in a dynamic business landscape.

So far our series has taken us through the intricate tapestry of RevOps, a strategic framework that dismantles silos, nurtures collaboration, and harnesses the power of data to align marketing, sales, and customer success teams for unparalleled impact.

By forging a common purpose and creating a shared set of metrics, RevOps aligns these diverse teams toward overarching goals of revenue growth and customer satisfaction. Transparency, data sharing, accountability, and performance reviews become the keystones of a culture that encourages teamwork and shared ownership.

In the end, Revenue Operations transcends mere organizational alignment; it is a commitment to continuous growth, excellence, and a customer-centric approach. In our next installment, we will explore effective ways to enable your teams and manage the change, so that your organization can navigate the ever-changing business landscape with confidence, adaptability, and an unwavering focus on the ultimate destination: sustainable growth and lasting success.