AP1

The transcription discusses Mahram, a renowned Iranian food manufacturer known for sauces and condiments. They have a large workforce and underwent a digital transformation project aiming to improve data visibility, logistics, and customer strategies. Despite high ambitions, the results were disappointing. The initiative was meant to be a model for sustainable change but turned out to be more complex than expected. I chose Mahram, a leading Iranian food manufacturer with over five decades of market presence. Mahram is widely recognized in Iran for its sauces, pickles, and condiments and is a household name across the country. The company employs over 700 sales and distribution personnel, operating through 18 sales branches. I chose Mahram because I've had a close connection with the organization, both observing their operation and advising them. In recent years, Mahram launched a broad digital transformation project. The vision was ambitious. Integrate systems across the organization to improve data visibility, optimize logistics, reduce delivery inefficiencies, and leverage big data to enhance customer segmentation and pricing strategies. However, the results were mixed and ultimately disappointing. At first glance, it was the kind of initiative that could be a perfect example of sustainable change, but the reality was more complicated, and that's what I want to reflect on today.