Outcomes

Outcomes: what changed, and how it was measured

These results come from operating roles held by Polymath’s founder, Chintu Chandrakandan, before founding the firm. Each one is set out in full in the paper that describes it, including how it was measured and what had to change first. The figures and their hedges are the papers’ own.

Forecast-to-Plan

Outcome	Context	Set out in
about 98%workforce forecast accuracy, held across approximately twenty-one countries against a nine-figure workforce P&L	Global human capital planning in a TSX-listed consumer packaged goods business. The accuracy came from the definitions underneath the forecast rather than from the planning tool.	The 98% Problem From Data Lake to Decision Layer Predictive Analytics for the Enterprise
about 3%mean absolute percentage error on the workforce models built for three bolt-on acquisitions	Human capital work across three acquisitions in the same group.	Predictive Analytics for the Enterprise M&A Value Realization

Procure-to-Pay

Outcome	Context	Set out in
roughly $800Kof duplicate vendor cost identified and removed	The same service bought twice on either side of a regional boundary, found once acquired vendor records sat inside the company’s own masters. No step of anybody’s week changed.	Removing Work, Not Moving It M&A Value Realization
about $500Kin identified annual savings from a twenty-one-country payroll solution	Most of it work the company stopped doing rather than a fee it stopped paying.	Where ERP Returns Are Actually Decided Removing Work, Not Moving It
roughly $350K a yearfrom payroll and Workday commercial terms, reopened and renegotiated	Available because the redesign changed what the company was buying, not because the contract was pushed harder.	Where ERP Returns Are Actually Decided Removing Work, Not Moving It

Hire-to-Retire

Outcome	Context	Set out in
roughly $5 millionin identified organizational value from a global reward and recognition model built with no incremental budget	Created by redesigning how recognition was proposed, approved and funded rather than by adding money to it, with a custom application to carry it.	Pricing the Internal Time a Transformation Costs Bottom-Up Transformation Removing Work, Not Moving It
about $6 millionof incremental benefit value, delivered inside 60 days	The largest benefits offering in the company’s history at the time.	Pricing the Internal Time a Transformation Costs

The rest of the library sets out the methods behind this work. Read the library

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