Challenge at the Retail Organization
A retail company, historically an industry leader, had seen its performance lag its competitors’. Its overhead costs were significantly higher than average—driven by a complex, oversized organization with a low performing workforce and unstructured and ad-hoc processes with minimum control.
The Board asked Origin Consultants to help undertake an Organization Development, Transformation & Workforce Effectiveness boosting assignment.
Objectives were to bring the leadership closer to the business, reduce cost, build employee motivation and morale, improve sales, workforce effectiveness and customer service.
Discovery at the Initial Study Stage
Post conducting a thorough diagnostic of the current organization, Origin Consultants worked closely with the company's leadership to determine the architecture of the organization and the findings were:
On assessing the Senior Management Team, it was found that the Core Team lacked in Leadership Skills & direction.
A laid back and a culture lacking pace was prevailing.
Non effective performance management system existed.
Not enough checks and control mechanisms to important processes such as billing, inventory management, vendor management, and sales which were costing the organization dramatically.
Decision-making was adhoc and not streamlined.
There were behavioral and attitudinal issues that had to be addressed and resolved on priority.
Origin Consultants Approach and Delivery
With joint decisions to address these findings, the assignment kicked off. Origin Consultants drove a detailed master plan for the transition. We developed a comprehensive step by step chart to address all the challenges through effective communication with employees and systematic approaches.
A central program-management office (PMO), co-staffed by Origin Consultants and the company’s best talent, oversaw the entire organisation development and transformation and provided hands-on support to employees in setting/redesigning various processes.
Over an intense eight month period, the new organization was designed level-by-level;
New core processes were developed; relevant HR policies and procedures were designed and implemented,
Detailed job descriptions were defined right across the business;
Employees were appointed to new positions through a carefully managed application and selection process;
Retail SOPs were deployed throughout the stores,
Inventory audit systems initiated,
Sales incentives were designed and
New KRAs and performance metrics were created to give Regional Managers clear profit- and loss- accountability,
Employee engagement strategies were set in place.
Impact
A comprehensive set of Business, HR and Sales & Inventory Control Processes was designed and successfully implemented in just eight months.
During this time the organization was significantly simplified and streamlined, personnel numbers were reduced by 12 percent, losses due to pilferage at stores was reduced by 00%, Employee Effectiveness drastically improved and a performance driven culture was in place,
As a result, the company's profit margin moved up significantly in two years, adding to substantial incremental profit.
Summary of overall Impact on the Organization
Leadership Competencies enhanced
HR Policies & Procedures Implemented
Talent Acquisition & Talent Pipeline Management
Behavioral & Attitude issues resolved
Business & Sales Processes Streamlined
Inventory Control & Pilferage Reduction
Attractive Sales Incentive Programs
Continuous Performance Management System (KRAs, KPIs & Metrics)
High Employee Motivation and Morale
Culture of High Pace and Performance achieved
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