AP3

Mahram, a company with a strong brand and wide market coverage, has been experiencing stagnant growth due to low innovation success rates and operational inefficiencies. The leadership style is top-down and centralized, with limited involvement of middle managers in shaping strategy. The existing digital systems are not integrated, leading to fragmented data and underutilization of operational data. The rationale for digital transformation is to optimize logistics, reduce inefficiencies, and improve decision-making with data-driven insights. Yes, this is important. Despite a strong brand and wide market coverage, Mahram has been facing stagnant growth over several years, low innovation success rates with many products launches failing to gain traction, operational inefficiencies in logistics, decision-making, setting sales targets, and product launch execution. Mahram's leadership style has traditionally been top-down and centralized with decision-making centralized in the hands of senior executives. Middle managers are generally expected to execute instructions rather than participate in shaping strategy priorities. They did have some digital systems, for example, the ERP platform for production and separate distribution platform, but these were not integrated. Data was fragmented and departments often worked in silos. Despite the company having years of accumulated operational data from sales, delivery, and finance, most of it remained underutilized. Decision-making often defaulted to intuition or legacy routines rather than data-driven insights. The rationale for digital transformation was solid. Better data integration could optimize logistics, reduce delivery inefficiencies, and enable advanced analytics for pricing and customer segmentation.