You are a consumer packaged-goods giant. Four divisions, hundreds of popular products, hundreds of thousands of employees, $23 billion in annual revenue, respectable operating margins ... and unimpressed Wall Street analysts. You can always be doing better. Where to start? First, an integrated, companywide sales system. Instead of each division operating and selling its wares independently, data would be shared by all: The driver delivering soft drinks notices a store's snack food shelves are bare and—presto!—his division cousin is ready with just-in-time snacks at the store the next day. A great concept, to be sure. All you need to do is get 600 distribution centers and 36,000 delivery and sales personnel onto the same page.

Start with what's already working well. Your soft-drink division has just rolled out a spiffy application that efficiently tracks and manages sales and delivery data via a brand new wireless handheld device—the latest technology in both intelligent software and wireless handhelds. Now you need to roll this out to your other three divisions (400 distribution centers and 21,000 staff) to upgrade their wireless handhelds and sales systems. You'll need a top-tier consulting team to manage the project, which, with sufficient staffing, can be rolled out in a year. The project team will make sure the sales application integrates with the dozens of different databases in use and feeds data up the corporate enterprise. The team also will ensure that the handhelds work in the existing wireless networks and oversee deployment and training.

Integrated cross-selling is now just a dedicated sales team away. And a mere half-percent increase in sales revenue will make this project's ballpark $100 million price tag easier to swallow.

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