Finding the optimum Change Model by creating a collaborative Organisational Development Plan
“Neutrik needed an external view and recommendations on how we can improve our structure and what we have found with Impact Factory is much more than that. They have also the ability to listen, understand the human drivers and how to overcome the resistance change”: Pamela Dale, HR Manager at Neutrik.
Neutrik is the world leader in designing, manufacturing and marketing audio, coaxial, power and circular connectors used in audio and video recording studios and concert sound systems. The company was founded in 1975 in Liechtenstein with the mission of creating the best quality products in the industry.
The Neutrik Group consists of Head Office, Leichtenstein plus strategically placed subsidiaries in the United States of America, UK, France, Japan, China, Hong Kong, India and Germany. A network of exclusive distributors in more than 80 countries worldwide provides global sales, technical support and distribution.
Neutrik (UK) Limited, based on the Isle of Wight, is responsible for manufacturing and distributing products through 25 main traders spread across the United Kingdom.
This is a story about success and how to respond to new circumstances that great achievements bring.
Neutrik UK has experienced a huge boost in the demand for its products which has made an increase its workforce by about 50% and its supervisory team by 33% in just 3 years. In the last 12 months, the factory has been enlarged, which has provided the opportunity to introduce a new and flexible production model that builds on employees’ expertise and skill-set capacity.
The company management is mindful of the implication of workforce increase and the importance of improving productivity and efficiency, together with leadership development across the organisation. Obviously, as it happens in any transition, it’s important to make it as smooth as possible involving every department on the way, and making collaboration the key element of the winning formula.
Neutrik needed an external consultant to review its structure consulting closely with the Senior Management team to introduce a new production management model.
Impact Factory met with the senior team, key line managers, groups of staff across the organisation and spent time on the assembly floor listening to and assessing all views. It was crucial that the consultancy was transparent and has built-in trust and ownership to be aligned with the ethos and culture of the organisation. So, all the Production and Logistics Managers were consulted and their views and opinions taken on board, focusing on the effectiveness of the current structure, the relationships across the business and individual motivators, drivers and aspirations for the future.
After gathering all the views from the Director, Production Managers, Supervisors and Deputy Supervisors, Logistics and HR Manager, Impact Factory delivered a full report with recommendations on the viability of the current structure and other alternatives, including a Team Leader model, the capacity and receptiveness of the staff to change and how to cascade skills.
Neutrik has identified the optimum change model, fully aligned with its ethos, to ensure that the changes are embedded across the business to drive the company forward, making sure that everybody in the business is engaged.
Asma Mansuri, Senior Consultant at Impact Factory, who has been in charge of this project said: “I’ve been very impressed with the involvement of all the people at Neutrik in this project. They really want to make a difference in their business by collaborating together to create a more productive and enjoyable working environment”.
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