Joining the dots: internal alignment
A leading regional manufacturer harnesses execution strength by aligning business functions, processes, systems and people to its vision and strategy.
A regional manufacturer in the housing sector had started implementing its business strategy in pursuit of a clear and aspirational five-year vision. But management were concerned that performance was off-beam after eight-months and the Board began to question if the strategy was right. Management turned to Focus Solutions for assistance.
Our approach was to first review the strategy’s underpinning assumptions and the key enablers to successful execution – including their intrinsic interdependence and connectivity across the company’s operation. Our conclusion? The vision and strategy were validated but the company’s ability to change in a way necessitated by the business strategy, was restrained.
Our solution was to work alongside management in making appropriate changes to the organisation structure; design a training programme to address a specific skills shortfall; recruit new staff, align corporate goals with division, function, team and individual performance objectives; change the customer relationship management system and reduce functional silos and re-engineer some internal sales and marketing processes to realise a higher level of customer-centricity. A five-month assignment.
The outcome? After some initial difficulties aligning finance and operating systems, the strategy was back on track: sales rose by 7% and average unit cost fell by 4%. Importantly, customer satisfaction rose to an all-time high at 93%.
