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Organization
Alignment
During eight
years of management consulting with Arthur Andersen and KPMG Consulting/BearingPoint,
one of the most common engagement assignments required working on
some aspect of Organizational Alignment. Drawing from a wide range
of relevant industry and consulting experience, numerous creative
organizational solutions have been brought to clients. A partial
list of credentials is shown below:
- For a
large, regional department store chain
challenged with old, complex family relationships and a long
business history, assisted in redefining and reducing the regional
division structure from 13 divisions to 4 and realigning HQ merchandising
and product development functions. The highly successful implementation
of this plan enabled the move to centralized HQ control a few
years later. It also led to additional work with this client based
on the quality of work and relationships formed.
- For a
large regional discount chain, managed the project team that
defined the ideal merchandise planning and allocation organization
structure with the goal of raising the caliber of allocation effectiveness
within the company. Over a period of several years, the company
had realigned this function several times between reporting to
Finance and reporting to Merchandising. The result was an organization
characterized by frustration and mistrust among peers, confused
goals, loss of skills and inefficient and ineffective execution
of responsibilities.
Our project
team redefined roles, responsibilities, career paths, performance
measures, training programs, information needs and reporting
structure. Clerical and staff tasks were also redefined. The
team identified dollar and headcount impact and provided a detailed
implementation plan that included potential savings of at least
$1.2 million. The client implemented most recommendations and
saw improvement in staff morale and performance.
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- For a
division of a major, regional convenience store chain, developed
the roll-out plan and timetable for new store management concept
including roles and responsibilities for all positions. I also
created and documented the method for aligning store profiles
with the appropriate level of management talent required to run
them. This allowed the client to maximize staffing benefits and
created a process for screening manager candidates. Recognized
by client for driving this effort with little direction. For the
parent company, identified headquarters staff consolidation opportunities
in five major functional areas as part of a broad reduction initiative.
- For a
large, national apparel specialty store chain, developed the
organizational recommendations for the merchandising, planning
and allocation, and product development functions as part of a
major cross-functional project. The creative restructuring offered
potential savings of $1.6 million and redefined roles, responsibilities,
performance measures and job accountabilities for every non-clerical
position in these areas.
- For a
regional sporting goods retailer acquiring a local competitor,
designed the integrated new structure for merchandising and planning
functions.
In addition,
as Divisional Merchandising and Marketing Director at Montgomery
Ward, managed a staff of approximately 18 with responsibilities
for buying, replenishing, field training and advertising/marketing
with all the inherent responsibilities for performance review, hiring,
firing, job definition and career development.
In an earlier
position as Assistant Manager of Merchandise Analysis and Control,
managed 9 merchandise department controllers and 9 clerks.
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