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Organizational Development Case Studies

Streamlined Operations for Fortune 100 Division

A $4 billion consumer product company found itself losing competitive numbers and market share because its organizational structure designed for an older business model had become slow and cumbersome. The company recognized the need to restructure itself from eleven separate businesses into four business categories.

The redesign affected all aspects of the organization, including:

  • Roles
  • Training and skill requirements
  • Reporting relationships and structures
  • Information systems to support the new design
  • Pay and recognition systems
  • Decision-making and accountability

This redesign eliminated significant redundant costs, created easier interfaces for their customers, and streamlined processes to increase responsiveness.

Sales Organization Restructure

A large consumer product company’s sales organization ($6 billion in revenue) needed to move from a company-centered organization to one that was customer-centered. TRIAXIA Partners guided the client through the process of redesigning the geographic sales organization into multi-functional customer teams, responsible for selling in the full line of the company’s products.

This restructuring resulted in improved customer service, reduced costs and trade spending, tailored customer initiatives that drove mutual benefits, and increased skill levels for all team members.

TRIAXIA Partners was retained to help the firm survey its customers, designing its sales training process and creating the team technology and training for the company’s newly created customer business teams. TRIAXIA provided training/consulting help throughout implementation.

In addition to the redesign, TRIAXIA Partners delivered all of the sales skills training to support the transformation from transactional selling to conceptual and strategic selling to key customers.

Transition to Team-based Manufacturing Organization

At a $200 million food company, TRIAXIA Partners led the redesign of a traditional manufacturing location with 300 associates into a high-performance, team-based organization with a pay system established on skill rather than seniority.

Accountability and responsibility for running the business was pushed down into the organization where the people with the best knowledge and experience were encouraged to make decisions. This change improved both the quality of the decisions and process speed.

This redesign initiative included:

  • Designing the work and then dividing it into skill blocks
  • Designing the team structure and team meeting formats
  • Redefining the hiring and selection process
  • Designing the new pay system to compensate for skill and performance rather than seniority
  • Establishing new training and support systems

TRIAXIA Partners was retained to provide technical expertise and to facilitate internal client design and implementation teams.

Capability Assessment for Small Electronics Manufacturer

A $60 million consumer electronics company retained TRIAXIA Partners to help assess its ability to compete against all of its competitors. The study resulted in moving selective outsourcing of manufacturing to Asia creating cost advantages. Additional findings resulted in increased investment in R&D to create product leadership and mid-term competitive advantage.

Today, the company is in the best financial position in its history and is currently introducing fourteen new products to meet the needs of its consumers—significantly more than its current competitors.

Start-Up Support for Food Manufacturing Company

Triaxia Partners facilitated the work system design process for a new manufacturing facility in the Southeast. Working with the company’s project management team, a Triaxia consultant walked them through a design and start-up model to deliver the lowest manufacturing cost in the industry.

Triaxia Partners facilitated the work system design process for a new manufacturing facility in the Southeast. Working with the company’s project management team, a Triaxia consultant walked them through a design and start-up model to deliver the lowest manufacturing cost in the industry.

The design utilized skill acquisition/use model versus the typical job-based system. Compensation was based on skill level, tied to business needs. The associates work in teams, ensuring that each of the teams had the right skill distribution to run the business on their shift.

The plant is currently delivering the best cost performance of any of the company’s facilities and has grown from a projected 120 employees to more than 200 because of the added business.

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