Case Studies
See how we work with our clients to diagnose performance challenges, develop customised solutions and deliver results.
Performance Improvement (PI) – Non – Training Situation
Overview
A client in Perth, Western Australia, the largest wholesale fresh produce business with over 100 years of operation, identified a problem; that the processing of produce orders was not standardised. This had led to variable performance on a daily basis that could not be properly controlled or improved. Customers complained, the staff were not able to perform consistently and management were frustrated at the mercurial performances in the business. The operations exemplified the notion of hyper-activity; working hard for mediocre result. The organisation had 16 separate units each with its own standard of processing orders for produce.
Approach
A team was formed; each unit was represented in the team that worked with CPC to develop core processes for the whole operation. This entailed several workshops and discussion sessions to promote understanding of the ways in which each unit was both similar and different, in its order processing.
Result
- Core Order Process System Design for standardised completion of common transactions for each of the 16 units
- Standardised, measured, and controlled order process across all 15 units
- 38% increase in order processing improvement
Conclusion
The design of a core Order Process system allowed each of the 16 units to complete common transactions in a standardised manner. Minimal allowance was made for the differences of some units. This allowed the order process to be standardised across all 15 units, measured, and controlled. Most importantly it produced a remarkable 38% increase in order processing improvement (namely, the accuracy and timeliness of orders) across the organisation. An ordering system was required, note that it was the ‘system’ that required fixing.
Performance Improvement Case Study – Training Situation
Overview
The client organisation is a leader in the provision of banking and financial services in Singapore. While successful in achieving business growth, the issue they grappled with was in their HR. As the company expanded in the region, it had to send more of its managers to other locations in different countries. This meant dealing with similar banking issues and challenges but with different staffing issues in various locations. The managers’ current training did not equip them to deal with the performance management of staff in cross-cultural settings and virtual teams. The managers were lacking in appreciation of the differences of this new set-up. Moreover, they cannot deal with staff and performance issues remotely because they are not trained.
Approach
CPC developed a specially tailored program to cover specific content that would help the company’s managers to deal with the typical remote-team issues of, communication, performance management, delegation, and team management in multicultural work settings.
Result
Enhanced capabilities (skills, concepts and analysis of cross-cultural issues, remote location communications and performance).
Conclusion
We designed the 3-day program with the use of a powerful set of diagnostics and a mix of activities. All these are in an experiential learning style for better engagement with the identified participants. It resulted in the enhanced capability of the participants in terms of skills, concepts and analysis of cross-cultural issues, remote location communications and performance.
Performance Enhancement Case Study – an intervention designed to take up opportunities
Overview
India’s largest independent and premier law firm needed its organisational capability. This is to cope with the spectre of international law firms entering the Indian market within a 3–5-year timeframe. The family-run law firm had enjoyed a leadership position in the market over several decades, achieved significance, and expanded into all the capital cities.
However, it was time to explore the global and local market issues, strategic direction and management of the firm and undertake the changes required to retain market leadership in the face of increasing local and international competition. The key requirement was a genuine desire to maintain their leadership position as an independent firm.
CPC diagnosis showed the need for facilitating and developing a Strategic Plan confirming the Vision, Mission and Core Values. In addition, the execution required alignment of all staff to the strategic goals and objectives. Effective change management was vital to ensure change plans were undertaken to produce the transformation.
Approach
CPC expertly developed, facilitated and coached the leadership team through several workshops to produce the Strategic Plan and Change management required to take the firm into the new era.
Result
- New and improved Strategic Plan
- Effective Change Management
Conclusion
The purpose-designed CPC solution ensured the firm was properly skilled and well-prepared to deal with the new legal landscape. The timeliness and value of the intervention have put the firm in a strong position to deal with the challenges of international competition when it arrives. Once all strategies and actions are in place, it will continue to affirm its dominant market leadership position.
Performance Improvement (PI) – Strategy and Culture Driven change
Overview
A client we worked with are a mid-sized company that specialises in precast concrete products for
civil engineering and infrastructure projects. They had established operations and continuing
projects for over 12 years and had around 30 core staff and a pool of casual labour. The key reason
CPC was contacted was to address the causes of a plateauing of the business over the last 5 years.
Approach
We used our signature Roadmap and methodology to analyse the causes of the plateauing of the
business. Revenue was hitting a reasonable mark but had been stagnant. Costs were under control
and profit was reasonable. We then assessed the existing culture and found that the main problems
were; the company not having a fully developed and documented strategy, poor communication and
tracking of KPI’s, variable operational competency levels, and poor leadership capability. There were
many reasons for this and a quick prioritisation and following our proven CPC-F process, action plans
were put in place and fully supported by the MD and staff.
Result
Over the course of the ensuing year the company developed a fully documented strategy, resources
were reviewed and deployed according to planned actions and leadership capability development
was commenced. A year later and the company has ramped up in operational competency, and new
projects were soured. The leadership were more skilled and worked well as a team.
Conclusion
The Strategy was fully developed and understood by all via communication to all levels. The
company achieved a lift of 125% over the previous year. Retention rates of staff improved and this
underpinned operational competency. The business improved its profit and consolidated its projects
for the coming years. Strategy took precedence in terms of 12 month plans, quarterly and driven by
weekly monitoring and board level reporting on agreed KPI’s.