Our client is a 40 years old family owned food production and distribution company… 3 brothers and 2 cousins are involved in the business and the company is managed by the middle brother. All work (trade) in the company is done in the traditional way. There are no written documents-procedures etc. for issues such as “Recording- Job Description- Responsibility-Authorization”… None of these exist.
Finance is the responsibility of the eldest brother, but this eldest brother is very conservative… The youngest brother is in charge of production… The middle brother is the public face of the company. This brother’s title is General Manager. But his main area of responsibility is SALES.
The restructuring of this company, whose business has grown very rapidly in the last 5-6 years, is being carried out entirely by SimpleX consultants… Again, 80% of our classic consultancy templates are being worked here… At the same time, a “Family Master Law” is being prepared in order to have a structured management team in the company.
In addition, the “SimpleX Strategy Atlas” methodology, developed by SimpleX itself, has started to be applied in the company… in this context;
- Stakeholders Reconciliation of Expectations
- Values Work
- PESTEL, SWOT-TOWS, BMC Studies
- 3 BP studies (7N1K workshops, Root Cause Analyses, etc.)
- SSCC studies / DeepDive
- 3 Determination of BP
- Analysis and results at the Detail Solution Desk
- Transforming decisions into Departments-Goals-Activities-OCRs
- QuickWins Analytics
- Preparation, signature, launch, implementation and controls of the SIP
WORK DONE IN PARALLEL
- Market and Competitive Analysis
(Ansoff Growth Analysis + SMPLEX New Market Analysis + Competition Matrix)
- Human Resources Studies
- Financial analysis and evaluations
- Product Management Studies,
- Digital Assets Analysis
The project is currently in the implementation phase of the SIP. However, preliminary data tells us that the project is owned by the whole team and has a very high chance of success…