Packaging a Digital Edge
Facing a Digital Crossroad
Packaging often goes unnoticed until it fails, so the stakes are high for Graphic Packaging International (GPI), a Fortune 500 leader in paper-based packaging. With over 130 facilities worldwide, GPI serves hundreds of the world’s most recognized brands. Yet, behind the scenes, the company previously grappled with legacy systems and fragmented processes that hindered efficiency and adaptability.
That is until Vish Narendra joined GPI as their Senior Vice President and Chief Information Officer. With a background at General Electric, Vish brought a wealth of experience in digital transformation. He recognized that GPI needed to rethink its approach to technology and operations to stay competitive: “At a 50,000-foot level, we're putting in processes and systems that will be used by this company ten to fifteen years from now,” Vish explained. “Not in a static way but an agile and flexible way that can evolve and adapt to the changing needs of the economy, the business, and the industry.”
The Weight of Tradition
Before Vish's tenure, GPI's operations were characterized by a patchwork of systems and processes. Each facility had its own way of doing things, leading to inefficiencies and a lack of standardization. This decentralized approach made it difficult to implement company-wide improvements or respond swiftly to market changes.
Additionally, the company's reliance on outdated technology limited its ability to harness data effectively. Without real-time insights, decision-making was often reactive rather than proactive. The need for a cohesive, forward-thinking strategy was evident.
Vish understood that technology alone wouldn't solve these challenges. “Technology itself is not the biggest challenge,” he noted. “It is prioritization and adaptation for evolving needs. That is actually truly the biggest challenge...So, you have to adjust.”
Building a Foundation for the Future
Vish's approach to transformation was methodical. He began by simplifying GPI's infrastructure and implementing global platforms to standardize operations. This foundation allowed for greater scalability and efficiency across the organization.
One key initiative was the adoption of advanced technologies to optimize workflows. GPI integrated wearable technology to enhance collaboration on the plant floor, enabling real-time communication and problem-solving. This move improved operational efficiency and fostered a culture of innovation.
Additionally, GPI embraced data analytics to drive decision-making. By leveraging insights from across the organization, the company could identify trends, anticipate challenges, and respond more effectively to customer needs.
Vish also emphasized the importance of partnerships in driving innovation. He sought out collaborations with startups and technology providers to bring fresh perspectives and cutting-edge solutions to GPI. “Find progressive CIOs that are active in the space,” he advised. “See if there are ways that you can get connected to them. See if there are ways that they will share their knowledge and their time.”
Measurable Impact and Cultural Shift
The results of GPI's transformation were significant. Through factory automation and supply chain optimization, the company achieved over $50 million in working capital and margin improvements. These efficiencies translated to better client service and a stronger competitive position in the market.
Beyond the financial gains, GPI experienced a cultural shift. Employees became more engaged and open to change, embracing new technologies and processes. This adaptability proved crucial in navigating the challenges of a rapidly evolving industry.
Vish's leadership played a pivotal role in this transformation. His focus on building a flexible, data-driven organization positioned GPI for long-term success. “As humans, no matter who you are, you are a creature of habit,” he reflected. “If you have developed a certain set of habits over a while, it takes a lot of effort to break those habits. And understanding how we can drive that change within that organization and understanding the appetite for change is critical to the success of all the work.”
Lessons for the Modern Enterprise
GPI's transformation journey under Vish offers a compelling blueprint for other organizations pursuing digital change. One of the most important lessons is the value of starting with a strong foundation. GPI created the operational backbone necessary for scalable and sustainable transformation by simplifying and standardizing its systems. This foundational work made implementing new technologies and scale improvements easier across a global footprint.
Another critical insight is the power of data-driven decision-making. By harnessing analytics, GPI shifted from reactive to proactive operations, gaining the ability to anticipate disruptions and respond more intelligently to customer demands and market changes.
Equally transformative was GPI’s emphasis on fostering a culture of innovation. The company didn’t just roll out technology; it prepared its people for change. Employees were empowered to engage with new tools, encouraged to solve problems collaboratively, and supported through the transition. This cultural openness to experimentation helped GPI adapt quickly and resiliently to evolving conditions.
Vish’s strategic use of external partnerships illustrates the importance of growth and innovation. By actively collaborating with startups and progressive CIOs, GPI infused its ecosystem with fresh perspectives and cutting-edge solutions that may have otherwise remained inaccessible. Together, these practices created a dynamic organization ready to withstand disruption and lead through it.