A regionally owned business had successfully run for more than 14 years.
From a one-man-show, to a tightly knit small team, and had expanded into an organization of close to 50 people, but with one person making all the decisions.
Identified issues & symptoms
- The previous 2 years results indicated revenue and profitability had suffered. increased headcount had not led to anticipated top line and bottom line growth
- Outdated stock
- Missed customer opportunities
- Cash Flow not well managed
What we did
- Reviewing and optimizing – re-engineering – business processes and align organization, with close involvement of key operational staff
- Defined clear Leadership and Management Objectives and established leadership team
- Coaching of leadership team members and functional heads
- Prepared organization to achieve objectives – KPIs – as set by the board for the current and next fiscal year
- Introduction of an Operational Handbook – procedures and policies, including sales and fulfillment
- Sales processes and organizational structure were specifically in focus
- Advised on hiring process to strengthen key functions
Results
- instrumental for the success of all other measures was the transformation of the leadership culture
- Processes were reviewed, and adjusted to reflect current business reality, with a flexibility to adjust to changing economic conditions
- Organisational structure aligned with the revised core processes
- Wider delegation of authority across all levels of the organisation
- Employee satisfaction and engagement increased significantly
- Employee Absenteeism reduced significantly
- Finance department was drastically optimized, project investments were recovered before project completion
- In 2020, despite the corona impact in the economy, the business continues to thrive.
Organisational Learnings
- People are key to success – Leadership empowering People contributes to successful Business
- Leadership regularly listening, and an open dialogue, with all staff, creates a sense of belonging
- Organisational structure follows processes
- Processes are critical for customer centricity
- Putting the customers into the center of all activities leads to sustainable success