Our client, a manufacturing company, came to us having identified three necessary areas of improvement – to expand its client base, to increase the effectiveness of its staff, and to enjoy a higher success rate when tendering for projects.
While our client had a clear vision, reaching its business objectives was proving to be a challenge. Collectively, the directors lacked the transformative strategies and practical tactics required for success.
Our strategic approach
We started by developing an intensive six month working plan with the company's managing director, and a top to bottom review during which we identified key areas of focus.
To make existing staff more effective, we rolled out two strategies. First, we redefined management roles to give them greater clarity and purpose, and then we redeployed a proportion of existing staff to positions elsewhere in the company that better suited their skillsets.
We spent time with all company directors to identify the often niche areas for improvement, and brought in specialist partners to develop department-specific solutions. We also identified a series of external networking events that would allow directors to source new business leads within a broader marketplace.
Our initiatives had very rapid results. The new organisational structure with its well-defined roles and responsibilities allowed us to introduce performance metrics around key accountabilities. Revising roles within senior management quickly created a more dynamic leadership team. And directors that attended sector-specific seminars and informational sessions on the tendering process were soon able to use their new knowledge to great success.