Catalysts of Change
If parts of the standard operating procedures for packaging does not include any digital capabilities, packaging specialists or teams would fall into the Reactive level of maturity. At this level, tasks are completed manually and offline. Packaging processes like changes in design or structure are triggered exclusively by pressures outside the company such as regulatory changes, retail customer requests or consumer complaints.
At left, the Leadership Concerns are extremely limited. At center, the packaging process gets work done, but with great pain and little control. At right, the outputs of the process are outside of the brand’s ownership and visibility.
Usually, an external force disrupts the brand, motivating people to movebeyond the current state ad hoc operation. This force may be a
“good problem” that adds complexity, such as expanded distribution. Such expansion necessitates an evolution of the packaging process.
Unfortunately, the need for change is often a result of a “bad problem”, or something going wrong. For instance, a brand might be motivated to get organized after it has been hit with a regulatory violation, like a 483 letter from the Food and Drug Administration (FDA).A brand may voluntarily recall products due to labeling errors or poor quality. Whatever the impetus, leaders at some point decide that they need to improve their processes to avoid future crises.