Client story: SME
Company growth and development: Shaping the vision for a new operating model plus targeted team development
Client: High growth SME
This rapidly growing business had expanded its staff by over 100% in a 15 month period. The owner was however feeling as if he was losing control. Working seven days a week just to manage the operational side of the business meant that the business development, strategic vision, networking and relationship building were being neglected. Staff, who had once been very collaborative were now struggling with workload, morale had dropped and processes were often long-winded, leaving customers impatient.
How I helped
Brought in to look at how to improve team working, it was soon clear that the structure within the business was not optimal for the volume or complexity of the service being delivered. Teams that had grown, had evolved into silos and had lost touch with each other. The company, once held together by a strong culture, had become fragmented, with lack of understanding on direction and how to make the best decisions. The overall effect was a loss of focus on the customer and a slow decline in repeat business. Staff were also losing engagement with the business.
I helped the owner to see that dedicated operational resource was needed to grow and support the business, in addition to the current resource set-up that was focused purely on delivering the service to the customer.
From there, I worked with the owner and senior team to shape their thinking on their vision and purpose for moving forward. This included developing and articulating cultural aspirations, their values both as a business and as an employer. This work provided the foundation for a new operating model to deliver an improved service to customers.
The structure of the teams was shaped to provide a clear client journey, with teams starting to work alongside each other with common aims. Through workshops to introduce team working concepts using Belbin and then individual coaching to support working style preferences using MBTI, employees became far more aware of their own approaches to work and importantly, how this impacted on colleagues.
Clients began receiving consistent and appropriate advice and complaints dropped by more than 60%.
This is a result of the teams having developed a fresh enthusiasm for their work, through the new positive and collaborative working environment and agile processes. Employees are now also far more self-managing, seeking out problems that they can resolve themselves and are being creative in solving these problems.
The business is now in far better shape to face its growth challenges and competition for the future. Most importantly, the owner now has the space to focus on the role of business development, having now got an operating model in place that works, as well as a regained confidence in his teams.
Bristol based with national reach