In the morning before starting, each team on each project meets to make a team point and fix the objectives of the day.
Thomas receives a data file from the client and starts a data cleansing. By comparing different databases, he notes down disparity. Thomas figures that he needs a more detailed source of information. He sends a data request to the client project manager.
Thomas does a full back up of his work every night.
Thomas receives the second batch of data. He starts over his analysis on net profit. Without taking a short cut, he double-checked the prime source’s methodology, which calls for more precise technical terminology. He calls the project manager to have the most accurate definitions. From here, he conceives a model template of a standardised freight terminology for the whole company.
Thomas and the rest of his team are building a new model of indirect cost integration. The new model is ready and it gives a more reliable picture of the client’s bottom line than the previous internal analysis. It allows Thomas to find which products, clients, suppliers or branches are less profitable.
Now Thomas converts the data in strategic analysis. Thomas builds charts to test his hypothesis.Thomas selects the most meaningful charts for his PowerPoint presentation. He does the polishing and prepares his speech for the following day’s client meeting.
Thomas presents his analysis to the company executives. The executives ask detailed questions sharing their vision of the problem. Thomas’ analysis permits him to answer the questions with confidence. Thomas comes back to his office with new objectives: Build a road map to help the clients implement the operational transformations.