A successful family run manufacturing business in South West Wales with a turnover of approximately £15 million and 120 staff realised that it was not achieving its potential and needed to refocus it’s business effort. The senior management team needed adjusting to ensure the best people were doing the right jobs, equipped with the right skills and operating within a commercial, performance managed, culture, suited to a competitive trading environment.
Via one on one meetings with key stakeholders, facilitated workshops and external analysis, Landsker constructed an objective document which clearly indicated what was working, what was not and what was missing. We developed a vision and strategy document indicating where the business could be in three years’ time and worked back from that point to help develop a new organogram, new roles & responsibilities and decision making protocols for the business. This was supported by tactical advice in key business areas around marketing, manufacturing, finance and HR.
As a result of our input, family and non-family members collectively agreed on a mutually beneficial course of action, the manufacturer increased turnover and profitability, strengthened its management team, enabled people to play to their strengths, and reintroduced confidence and belief to “stick to the knitting”.
NB: For reasons of confidentiality surrounding funding awards, we cannot disclose the name of this client.
- One on one meetings and workshops with key stakeholders
- A process which gathered collective views, impassionately and fairly
- Business logic as to the consequences of doing nothing or doing something (i.e. unchanged vs change)
- A methodology that dealt with some fairly sensitive subjects around succession planning, knowledge, skills and behaviours
- An action plan detailing how the business should proceed having agreed the new vision and strategy.