When “agile” is more suited than “Agile”.
Michael Hoard guides organizations on strategies that are built for growth.
Challenge
Accelerate growth of company by revisiting company vision and strategies, identifying obstacles and enablers to growth and implementing a plan that aligns
Solution
A strategy map focused on continuous improvement and 4DX was created and embedded throughout the company at all locations allowing a more cohesive growth strategy to occur
Results
- 26.5% increase in revenue
- 54% improvement in project success rates across all teams
- 15% improvement in employee retention
Michael Hoard is an experienced thought leader with focus on “big-picture” vision and innovation. Able to develop and flawlessly execute Accelerated Growth, Marketing and Sales Delivery Strategies. I focus on driving ROI for my clients through a unique blend of creativity and science. I live and breathe data and use this data to formulate a quantitative analysis that drives engagement and growth.
Simply put, I help make your vision real.
Brief & Delivery.
A local startup was looking to the future and saw the need to raise some capital. To be in a position to do so, they needed to rethink the way they were doing things.
They had tried to adopt organizational change efforts in the past with little to no success. The greatest obstacle?
Resistance of their small team to change their ways.
As the first part to an engagement like this, I like to workshop the issue in attempt to uncover the underlying issues beyond what is obvious. In this case, what I found was the company had attempted “all-or-none” approaches to their change efforts. More than once I heard the leadership team use the phrase “go big or go home” during the workshop.
What I explained is that “go big” does not have to mean “go crazy” and I explained a steady progression is more successful when resistance levels are high as employees can be better engaged and buy-in is more likely.
An agile transformation focused on continuous improvement and the concept of 4DX (4 Disciplines of Execution) was decided upon. As an initial step, we workshopped with all departments individually to ask them about their activity and to identify 4 ways they could improve what they did day to day. The discussion was great. By having the groups focus on a narrower set of tasks, the benefits of change were more easily seen and efforts to improve were adopted.
Result.
In the first 6 months, productivity improved 43%, organizational waste was down 18% and revenues began to climb.
Within 2 years, the company had established a Continuous Improvement Team and both weekly and quarterly reviews of activities were established. They also adopted a “High-Five” program where employees that go above and beyond are rewarded for their contributions.
Employee attrition was down 20%.