CUSTOMER CENTEREDNESS, STRATEGY & PLANNING, MASTERING ORGANISATIONAL RESILIENCY

Transforming traditional involvement of retails sales into a more strategic wing – change powered by First Avocado

The Retails Sales of most mid sized business is often non transparent and highly process driven. To ensure transparency, most organisations rely on control parameters to the already process driven approach. The result – sales is highly mechanistic without business impact.

How do we alter behaviour such that the mindset of workforces is more curiosity driven than obedience to rules? How do we develop a culture such that perspectives of ground staff are acknowledged to good use?

Client : The client is a traditional packaged food manufacturer.

Our objective was to transform traditional involvement of retail sales into a more strategic wing. The intent is to transform retails sales leadership as important information feeder to organizational planning and strategy.

First Avocado’s was contracted to manage the transformation of its retail sales function – change management at the leadership level was bedrock to everything. First Avocado focused more on the team leaders and managers behaviour and attitudes to bring the change.

Workshop Purpose: Transform retails sales leadership as important information feeder to organizational planning and strategy.

Along with the communication and structural revisit, the change focused on longitudinal coaching sessions and feedback loop mechanisms. At a high level, the coaching and workshops focused on 3 broad areas

  • Opening up to contrasting views, differences and using it as a source of creativity
  • Develop managers collective self confidence so that the ground staff assume greater responsibility
  • Protect ideas and rethinking from the ground level without resistance

 

Opening up to contrasting views, differences and using it as a source of creativity

Most managers and team leaders have succumbed to organizational tradition of restoring equilibrium during conflict, hence they are least likely to open up to confrontations or trade-offs. Because of this work avoidance, people are prevented from sharing contrasting views and values. The result – organisation gets into the rut without sharing and collaboration.  Leaders were coached on embracing the conflict and using internal team as resources to problem solving.

Develop managers collective self- confidence so that the ground staff assume greater responsibility

Most junior staff develops complacency when offered mundane tasks. Supervisors aren’t ready to entrust additional responsibility because they are not confident about junior staff. Even if they were do so, additional controls are in place which further discourages junior staff to stretch out.  Leaders were coached to understand that by entrusting responsibilities, the junior staff should get a firsthand experience of the problem in hand. This was done by decentralizing some of the work activities.

Protect ideas and rethinking from the ground level without resistance

Most managers have been groomed by the system and aren’t shy about shunting voices from the ground. However, these suppressed voice from beneath may have an intent that needs to be validated. Leaders were coached in lending their voice in bringing clarity to the ground information and providing support system so that it was listened to.

The coaching session was conducted longitudinally with 3 level interventions with adequate monitoring and feedback mechanism.

First Avocado also provided an approach solution for decentralization of work activities through a consulting workshop. The outcome was some policy & procedure changes to incorporate new approach The outcome was used in some of the coaching sessions later.

The grounds staffs were adequately communicated on the change.  A two day workshop were exclusively designed for ground staff to leverage the changing work dynamics in  the organisation.  The focus was on appreciating conflicts and curiosity and getting the voice heard to the top managers, over maintaining social equilibrium. 

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