jump to: Structure – Equipment Rental Company
Strategy – Construction Products
Structure
Who
Nationwide Equipment Rental Company, with two regional hubs and four smaller operations.
The Challenge
One of the smaller operations had a flat organizational structure, where all 15 employees reported directly to the facility manager. The manager was overwhelmed, and the company anticipated significant growth in this location.
Each location historically operated semi-independently, managing their operations as they saw fit. The specific operation in question had a flat structure, with all 15 staff members reporting to a single manager who was already over capacity. The region was also on the verge of significant growth, which further highlighted the unsustainable nature of the current structure.
Our Approach
We collaborated with the national team and the local manager to address this challenge. We started by defining the high-level goals for the operation (the “WHAT”) and identified three distinct areas within the business, each contributing to the overall goal in unique and definable ways (the “HOWs”). These operational “HOWs” became the “WHATs” for each of those areas.
Next, we identified leaders for each area and met with their teams, clearly outlining the cascading goals – from the overall company, to their operation, and their specific area – emphasizing how each team’s work supported the broader objectives. I then guided each leader in working with their team to answer the question, “How do we achieve our WHAT?” by identifying the necessary people, processes, and technologies to ensure success.
Results
The changes led to a re-energized team, reflected in the highest scores on the national engagement survey. Revenue improved by 25% from FY22 through FY24, and employee capacity increased due to better engagement and lower stress levels. Customer service also saw significant improvements, all while the business gained the necessary structure, people, and processes to scale effectively.
Next Steps
The success of this transition and the change management initiatives provided a replicable model that was subsequently implemented in a second operation. This work also laid the foundation for defining Hub, Branch, and Satellite Archetypes across the entire business.
Strategy
Who
Custom Manufacturer of Construction Products
Overview
This company, led by a visionary owner, is at the forefront of integrating advanced manufacturing technologies into the construction industry. With significant growth on the horizon, the business needed to establish a better structure, processes, and technologies to fully capitalize on this potential.
The Challenge
With growth on the horizon, it became clear that the existing organizational framework was not sufficient to support this expansion. The owner needed a clear strategy and an execution plan that could effectively scale the business from its current level to handle a much larger volume of work.
Our Approach
Starting at the top, I collaborated closely with the principal to define the overarching goals (the “WHAT”) of the business. We then developed the initial “HOWs” to support these objectives. This strategic framework was workshopped with each team, ensuring that these goals cascaded down through the organization, one level at a time.
This work culminated in a comprehensive plan, structured using agile project management principles, which emphasized iterative progress and flexibility. This approach ensured that the strategy was not only clear and unified but also adaptable to the dynamic needs of the business.
Results
The outcome was a well-defined strategy paired with a robust execution plan. This positioned the business to take on double its previous workload, expanding from $30 million to $70 million in construction projects. Additionally, the growth of in-house manufactured products increased from $5 million to $12 million, all while maintaining the company’s innovative edge.