Commoditization of diamonds and a changing retail landscape threatens margins and the selling process. In an effort to challenge the commoditization of the product and change the narrative of the sale, the client needed to evaluate and understand how it partners with retailers to deliver the experience that will inspire and encourage change.
Understand the obstacles in the retail environment and persuade retailers to emotionally, intellectually, and financially invest enough in the brand to make the change.
Deliver a clear and relevant model for partnership that ensures proper margins for both parties, support from the brand for retailers, and a goal of mutual growth in the face of challenging external industry dynamics.
From our research, we identified that our client’s value proposition was not aligned with the retailers it was looking to partner with, and therefore was hindering growth on both sides. We identified touchpoints in the retailer relationship to outline opportunities for connection and delivering on the brand promise.
By identifying and clarifying assumptions, outlining the partnership journey, and positing on ways to capitalize on internal opportunities for change, we worked with the client to realign the value proposition to support organizational goals.
In early 2018, the fast-food industry reached record employee turnover with an average rate of 150%, the highest since researchers began recording data in 1995. Despite the fact that they were experiencing higher than average industry retention, Franchise Owners of this US National Fast Food Restaurant Chain desired the ability to attract, grow and retain talent.
“I, as the leader, have to create an environment in which employees actually want to pursue our purpose.” – Leading Restaurant Owner
On average, these Owners are running businesses that are growing in double digits amidst an industry known for strong competition, waning customer loyalty, and intense regulatory scrutiny. To overcome operational capacity challenges triggered by high growth, Owners knew that without a successful solution to high turnover, the rapidly evolving talent market could be their ultimate disruptor.
Karrikins Group believes that your company’s reputation is shaped every day – inside and outside of organizational walls. Intentions aside, employers no longer have absolute control of what is said or perceived about their organizations. You must intentionally and consistently shape employee experiences that bring your purpose to life in a manner that helps attract and retain the best talent.
Grounding on their intrinsic purpose and piloting individual Franchise Owners right from the start, Karrikins Group co-created a framework and enablement tools to spur evolution. The Employer Brand framework-driven process guides Owners and their Leadership Teams on a multi-step journey to define and activate their unique Employer Brand and drive cultural transformation. Our purpose-driven solution coupled with in-market workshops, community support and one-on-one coaching helps Owners attract talent they care about and individuals they are excited to nurture and grow beside.
After completing the multi-faceted Employer Brand journey, 98% of Owners surveyed are pe sonally committed to implementing and activating their unique Employer Brand. Karrikins’ framework-driven methodology has helped Owners have increased clarity in who they are, what they’re offering, and use their purpose to intentionally level-up their interactions with both staff and potential employees.
Being in a continuous state of operational transformation due to substantial growth through acquisition of smaller globally dispersed companies, this Healthcare Supply Chain Management company wanted to establish a high performing culture based aligned behaviors to their global corporate values.
While their existing values embodied the spirit of how they wanted to work together, it was clear those values had different meanings for different people. Recognizing this cultural disconnect, Senior Leaders across the multinational organization committed to cultivating a renewed sense of who they are and define behavioral expectations to create a shared global understanding of how every one of their 600 employees show up for each other and their customers.
Karrikins Group was engaged to help create a newly defined global “way of working” that would foster alignment, drive operations and be applicable to and understood by all levels, no matter their role. Our belief is that organizations must be purposeful about defining standards and behaviors that exemplify their desired future culture so that each employee is empowered to act based on one common set of values and behavioral expectations. Knowing leaders have a disproportionate impact on an organization’s ability to inspire change, a key to successful implementation requires global stakeholder involvement throughout the process.
Through discovery sessions with Leaders and Influencers across the globe, we were able to identify alignment gaps around corporate values and then facilitate co-creation sessions which resulted in five key aspirational behaviors that clarify what it looks like when they are living their values.
Further diagnostic assessments revealed real-time employee perceptions and behavior inconsistencies. To generate collective understanding and personal commitment, Karrikins Group designed highly interactive workshops and tools that introduced the new behavioral expectations and catalyzed alignment to one standard of accountability at the individual, team and organizational level.
In the face of increasing demands, capacity limitations, and cross-geography challenges, this multinational Healthcare Supply Chain Management company has successfully transformed expectations for what it means to live, act and demonstrate their core values. Karrikins’ work has provided them with a level of insight far beyond anything they have ever seen into how they are showing up behaviorally and where the gaps are bringing their aspirational culture to life.
From CEO to the front line, employees actively use the tools of language, habits and behaviors to perpetuate their desired ways of working. Through a spirit of emergence, we helped make their invisible beliefs, assumptions and inconsistent behaviors visible, leading to a global cultural transformation, one behavior at a time.
A world leading Global Package Foods Company aspired to drive growth across its multinational corporation as it implemented several initiatives to modernize manufacturing processes with new plants and equipment to reduce costs and improve productivity in a changing industry landscape. These investments were designed to enable a significant percentage of their Global Power Brands to be produced on advantaged assets and become key contributors to overall margin improvement.
With over 80,000 employees across six continents, multiple acquisitions, inconsistent processes and cultural variances left them with misaligned operations and limited agility to make the necessary strides to drive growth around the globe. They needed to rapidly transform their collective capability to change.
Recognizing that change is the only constant and that leaders have a disproportionate impact on an organization’s ability to inspire changeability and align decision making, they knew they had to start from the top down. Without leadership buy-in and their willingness to alter mindsets and behaviors, nothing else mattered. Their ability to respond to change and competency to lead through change would be critical to their success.
Karrikins Group was brought in to partner with their Global Org Effectiveness Team and each of its regional leads to guide the development of the right culture to support the creation of an operating model to help deliver against growth (Global Power Brands), executional excellence (speed to market and world-class capabilities), and cost objectives (best-in-class cost management).
Knowing that companies don’t transform, people do, we set out to shift leadership behavior so that changeability became a part of their natural ways of working and a core competency of their culture. A key goal of our transformational change work is not only to help an organization understand change as a core part of business but provide the tools necessary to gracefully adapt to that change and give their people a positive experience while going through that transformation.
Over a two-year period and multiphase implementation, Karrikins Group guided their company’s leadership on a journey of changeability. Through discovery work, operational assessments, and building on their already strong values, Karrikins Group developed a ‘stretchy’ change framework of simple, actionable and practical tools for internal application.
Our consultants partnered with regional leads in 15 countries across the globe to implement the customized framework, facilitate workshops and coaching sessions, along with continuously creating tools and resources aimed to cultivate changeability, increase leadership capability, and ensure organizational readiness.
Throughout this enterprise-wide transformation, Karrikins Groups’ capability development and agility training elevated leaders ability to change themselves and nimbly respond to change. By working with hundreds of leaders across the globe, we were able to indirectly touch all employees worldwide and build accountability, agility and resilience to change. Through intentional shifts in behavior, language and process steps, their leaders are now changeable. These shifts have become a cultural marker of this Global Package Foods Company; fundamentally changing how leaders lead, employees work and the impact they make on the world.
Changeability is evident in the business outcomes. Leaders are responding to the changing consumer landscape, reformulating and expanding its snacks, building a strong e-commerce franchise, and executing a global strategy. In the five-year period following our engagement, adjusted operating margins increased over 600 basis points and they continue to deliver year-over-year financial improvements.
When you are an industry leader known for your relentless pursuit of excellence, years of financial and organizational success isn’t always enough. Sitting on a goldmine of collective expertise, this award-winning National Real Estate Developer desired to move beyond what they’ve known as possible and grow the value of their company by leveraging the unified power of its leadership team.
The CEO was clear on his vision and repeatedly communicated his strategic objectives, yet he wasn’t seeing the desired actions or results from his executive team. The group was having trouble articulating what and why they do what they do, consequently actions were mis-aligned. They needed leaders who embrace their decentralized role as regional heads, are strategic thinkers instead of doers, and who effectively communicate and model behaviors to their teams.
Karrikins Group believes that achieving visible leadership alignment is the key predictor of success. We see alignment as coordinated action and involves a constant process of evaluation and adjustment. Alignment requires clarity and commitment to the future desired state and that requires individuals to connect to new behaviors and mindsets, plus courageously take coordinated actions different from the current state.
Led by strong sponsorship from the CEO and his willingness to go first in making their leadership visible, we joined forces to accelerate growth by building alignment capabilities and fiercely holding leaders accountable to their aspirations. Their senior leaders needed to focus on a shared commitment while building routines and habits that energetically support and connect their teams to company strategy.
Transformation is Slow
Transformation can feel like walking through mud; slow, dirty, and hard to progress. It is not a one-time event but rather a journey to generate changeable leaders who are able to continually grow and transform as individuals and who inspire actions that are in alignment with their future desired state.
Change requires action. We must move leadership teams from compliance-based behaviors to inspired ownership of the future they have collectively created and committed to. Therefore, we ask senior leaders to start with self first, create clarity around how their leadership needs to change and then alter behaviors to deliver on their shared aspirations. Our process creates leadership clarity, commitment, connection, and courage while building a foundation for team accountability to the necessary changes.
Slog to Sprint
Senior leaders were guided through a provocative, experiential process that creates a mindset of transformation, inspires personal connection and expands capabilities. We used a co-creation approach to craft a shared Leadership Aspiration statement that provides clarity and promotes fierce accountability, moving the team from awareness of future objectives to ownership of their outcomes.
Building a new leadership framework gave the team a foundation for how to bring their aspiration to life and a branded Communication Toolkit taught them how to communicate, not just what to communicate. Additionally, Karrikins Group facilitated one-on-one development sessions and workshops to challenge assumptions and establish shared language, after which on-going coaching and accountability measures helped to crystalize these new, coordinated behaviors.
With clarity around aligned behavior and coordinated actions, our client’s leaders underwent an evolution of how they need to lead differently in order to realize a future worthy of their personal investment and commitments. Taking ownership of their own transformation has inspired action and altered the culture of the entire organization. By actively using the leadership framework, their senior leaders now understand how to continually align their decisions and behaviors and consequently have seen more positive change in one-year than in their entire history.
Moving forward as a cohesive whole, with shared clarity and aligned action allows this Real Estate Developer to deliver upon their mission of being known for the experiences it creates for its communities and for the value it delivers to all its stakeholders.
And, agreement is not alignment. Dr. Julie Williamson on aligned organizations moving toward accelerated growth.
Join us for a discussion about the challenge of moving from Agreement to Alignment in the area of Equity, Inclusion, and Diversity.