mmu - leading ops excellence a4 brochure august 2014
TRANSCRIPT
D e v e l o p i n g | I n s p i r i n g | E d u c a t i n g
masteringmultiunits.com
Leading Operational Excel lence
@mmu_global
Why Do We Exist?
In any organisation operating more than one unit across a geographic territory there is usually a multi-unit manager accountable.
Whether this role is referred to as a multi-unit/district/area or
regional manager, it is one that works in the field, oversees
multiple units and is effectively a “manager of managers”.
It is no coincidence that world class organisations really
understand the pivotal role of the multi-unit manager
to achieving operational excellence.
Our Core Purpose
Our core purpose is to help multi-unit managers develop the skill-sets, mind-sets and tool-sets that are required to consistently execute operational excellence and deliver enhanced organisational performance.
We define operational excellence as a style of leadership, teamwork and problem solving which results in continuous improvement for the organisation. Achieving it requires a disciplined, consistent approach to all
aspects of managing the business and leading the team.
Contents
Why Do We Exist? ............................................................................... P2
Our Core Purpose ................................................................................ P2
Helping Multi-Unit Managers
to Think and Act Differently ........................................................... P3
Critical Impact Activities .................................................................. P4
The Journey to Operational Excellence ...................................... P5
Understanding Multi–Unit Management ................................ P6
Developing People Capability ........................................................ P7
Developing The Manager Of Managers .................................... P8
Our Approach to Multi-Unit
Management Development ........................................................... P9
In Conclusion ..................................................................................... P10
Leading Operational Excel lence
masteringmultiunits.com | @mmu_global
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Developing the manager of managers
– Support the current population of operational leaders
• MMU will work with you to diagnose development needs,
create tailored solutions and help you implement and
sustain them for the long term
Inspiring the manager of managers – Build the next generation of multi-unit managers
• MMU can support existing HR/LandD teams to design
and deliver a bespoke development programme to create
a pipeline of talent which prepares high potential single-
unit managers for the transition into multi-unit operations
Educating the manager of managers - Create executive education that incorporates external
expertise with internal subject matter experts
• Led by Professors Muller and DiPietro and using MMU’s
network of international experts, we will create a unique
development experience for your leaders
MMU is not another training company. We understand
that in the world of multi-unit management, a sustained
improvement in performance is only achieved through the
consistent application of new and better behaviours and
high impact activities.
Whatever the nature of your needs, MMU can partner with you to ensure you achieve your goals.
MMU supportsyour people to Drive
Operational Excellence
MMU supports yourpeople to DevelopingPeople Capability
The manager of managers -THINKING & ACTING differently
Being theManager ofManagers
Choices -Your Time.
Your Focuses
Tough Talking -Confidence
& Competence
PerformanceCoaching
BuildingBench Strength
Communication:Intent, Passion
& Impact
Analyse
APlan P
Communicate
C OObserve
DDevelop
RReview
Big Rocks -Identifying
& Mitigating
The BusinessTrading Plan
MakingA Difference -
Unit Visits
LeadingA Customer
Experience Culture
FinancialFocus &
Understanding
ReviewingThe Balanced
Operation
Professor Chris Muller
(left) and Professor
Robin DiPietro (right)
Helping Multi-Unit Managers to Think and Act Differently
MMU supports multi-unit managers to reflect on how they
approach key aspects of their role, which we call the Critical
Impact Activities (CIAs). We help them to think differently
about how they perform these activities and then crucially,
we work alongside them as they implement them.
Everything we do is to focus multi-unit managers on
how they drive operational excellence and develop the
capabilities of their team.
MMU will support your organisation in the following three areas to deliver operational excellence and sustained, superior performance:
©MMU 2014
@mmu_global | masteringmultiunits.com
3
Critical
Impact ActivityCIA Description A multi-unit manager must demonstrate capability to:
An
aly
se
AAnalyse core business
performance indicators (includes financial and other relevant KPIs)
Use available sources of information and data to identify:
• Unacceptable trends emerging in core KPIs (e.g. sales, labour, COGS) and determine root causes
• Opportunities to drive profitable growth (e.g. improved operational excellence, new or enhanced
product ranges, targeted local marketing activities)
Co
mm
un
ica
te
CCommunication of
area/site goals, results
and activities
• Ensure teams have clarity around their business goals and measures of success
• Implement and maintain regular communication channels to keep teams up-to-date
with current performance
• Engage and inspire others to achieve stretching goals and embrace organisational changes
DDe
velo
p Coaching and development
of unit managers
• Create structured development goals for individuals designed to enhance current capabilities
within the team
• Review how unit/store managers are developing their teams and building internal bench strength
to support future talent needs
Pla
n PDevelop business/team development
action plans and prioritise to focus
on value added activities
• Translate analysis into specific, measurable actions which have clear owners and timescales
• Develop actions to drive performance over the short (30 - 90 days), mid (90 - 180 days)
and long-term (6 to 12 months) resulting in profitable growth
• Schedule time to complete actions, prioritise activities, to prepare to conduct unit/store visits
and other relevant administrative functions of the multi-unit role
OOb
serv
e
Conduct critical
impact unit visits
• Plan and conduct critical impact unit visits which review the 4 dimensions of operations -
Customer | Brand/Organisational standards | Employees | Competitors
• Support managers to identify strengths and gaps in performance and to seek solutions
• As appropriate determine if shortfalls are new or reoccurring (and why?)
Critical Impact Activities
MMU has identified the core tasks and activities that every multi-unit manager must master and deliver on a consistent basis. We refer to these as the Critical Impact Activities.
©MMU 2014
RRe
vie
w
Disciplined and consistent review
of the operation and performance
management of teams
• Conduct regular reviews with managers regarding all operational activities (including financial
performance; customer experience; people development and quality of operations) and adjust
action plans accordingly
• Eliminate weaknesses in the operational delivery of the brand
• Diagnose issues of individual poor performance which leads to improved behaviours and
enhanced performance
• Where necessary, take tough decisions around the employment of managers and team members
masteringmultiunits.com | @mmu_global
4
The Journey to Operational Excellence
At MMU we believe that world class organisations create a culture around getting the basics right every day. They create a structured game plan designed to deliver a balanced operation, they leave very little to chance and they execute, execute and execute to deliver it.
Habitual execution of these elements is the cornerstone to delivering operational excellence.
MMU helps multi-unit managers develop a disciplined
and consistent leadership style essential for delivering
operational excellence. Though crucial behaviours
for the success of any organisation, many overlook
their significance.
However, at MMU we know them to be essential building
blocks for ensuring that day-in, day-out the multi-unit manager
remains focused on delivering the business standards.
“Closing the Loop”
“Clo
ser t
o th
e Cu
stom
er”
• Effective & consistent unit visits
• Big Rock identification & mitig
ation planning
• Id
enti
fyin
g th
e B
ig R
ocks
aff
ecti
ng
pro
fita
bili
ty t
ha
t o
per
ati
on
s ca
n in
flue
nce
-Sa
les,
lab
ou
r, co
st o
f g
oo
ds
• Observation & review - the quality & consistency of the operational delivery
• Operations visits in 4D - Customers,
Colleagues, Company & Competition
•Monthly review of the ‘balanced operation’
with the managers to cover all key result areas
•All key performance indicators reviewed,from commercial results to people metrics
•Identifying the Big Rocks affecting profitability that
operations can influence - Sales, labour, cost of goods
• D
aily
revi
ew o
f d
efin
ed o
per
atio
nal
& b
rand
sta
ndar
ds
• Focu
s on en
surin
g the c
ustom
er
offer i
s bein
g delivere
d flawless
ly
• Resolve issues quickly & sustainably
“Closer to our People”
“Closer to the Business’
• Making a diff
erence w
here
it m
akes a
differe
nce
e Loop”
“C
nt unit visits
on planning
affe
ctin
gfl
uen
ceg
oo
ds
quality & l deliveryy &
ustomers,
mpetitione ,
•Monthly re
with the mM
•All key pfrom com
•Identifyingoperations ca
Ident
• D
aily
• Focu
s o
offer i
s be
• Resolve issues
ifference
where
es a diff
erenceere
DeliveringOperationalExcellence
©MMU 2014
@mmu_global | masteringmultiunits.com
5
Multi-unit managers hold a unique position in the structure
of many organisations as they sit between the business
units and the Centre/Head Office. This requires them to
balance organisational directives with the needs and
issues of their units.
Multi-unit managers must learn how to influence key
stakeholders at the Centre/Head Office to implement
changes in business processes, products or services to
improve sales and profitability.
To successfully manage the conflicting and often
ambiguous aspects of the multi-unit manager role, mental
toughness and resilience is required. This is even more
important as managers move from tactical implementer
to strategic thinker. To facilitate this transition, the skills
of prioritisation, delegation and time management are
essential for your multi-unit manager to master.
Based on leading research into multi-unit management by
Professor Muller and Professor DiPietro, MMU has a focus on
the key success areas required by all multi-unit managers.
Mastery of these success factors is a development journey
from skills and task competency to the more advanced level
of concept mastery. Professor Muller describes this in more
detail in his model “The Phases in Multi-Unit (District) Manager Development”.
We know that your organisation is unique, so we
understand the importance of knowing what success
should look like for you and your multi-unit managers.
While all phases of the model are included in our
approach, more emphasis will be given to those aspects
identified by our analysis of your organisation. This will
ensure you receive a development recommendation
which suits your needs.
Understanding Multi–Unit Management
MMU understands the different challenges faced by multi-unit managers, those who lead teams at a fixed location and those who operate in the world of remote management.
CO
MPL
EXIT
Y
TIME
FACILITIES PLANNING
“Super Operator Line”Area Business Plan
HUMAN RESOURCES
“Phases’ In Multi-Unit(District) Manager Development
OPERATIONS
“Product”
“Profit”
“Growth”
“Retention”
FINANCE
MARKETING
Day One 6 Months 12 Months 18 Months 24 Months Onwards
© Christopher C. Muller, PH.D. 2001
Computer Skills
Staffing
Scheduling
Production
Brand Image
Pricing
Competition
Leadership
Team-Building
Delegation
Persuasion
Forecasting
Budgeting
Analysis
Ski
lls &
Ta
sk
Co
mp
ete
ncy
Hiring &
PromotionRisk &
Safety
masteringmultiunits.com | @mmu_global
6
Developing People Capability
Multi-unit managers earn success through the performance of their team. Taking tough decisions regarding people and their ability to perform their role is perhaps the most essential, yet elusive skill for many multi-unit managers to master.
This requires multi-unit managers to identify, support and performance manage three categories of people:
Multi-unit managers rarely regret taking the action
necessary to correct poor performers or to remove such
people from their team. What they do regret is not taking
the action sooner. At MMU we understand this challenge
and work alongside managers to help them diagnose the
capability of their people. From here they are then able
to take action to develop, nurture or performance
manage individuals as needed.
Willing and Able Willing and Not Able Not Willing
Develop to enhance current performance and prepare them for potential opportunities
Have honest and open discussions to correct their performance and to understand the motivational factors/issues pulling them down
Coach and develop those who demonstrate a genuine desire to improve further to achieve the required standard of performance
7
@mmu_global | masteringmultiunits.com
Developing the Manager of Managers
Our solutions are based on our operational insights, experience and academic research. The MMU modules are designed to both drive operational excellence and develop people capability.
Many of the modules regarding the development of people
capability are best delivered using workshop style sessions
(e.g. to facilitate the application of skills such as feedback, questioning etc.) Other content, related to
driving operational excellence, can be delivered using virtual
technology and crucially one-on-one time spent with your
multi-unit managers in the field.
Analyse
A
Plan P
CommunicateC
OObserve
DDevelop RRevie
w
Big Rocks - Identifying &
Mitigating
Developingthe Business Trading Plan
Driving Operational Excellence
Developing People Capability
ReviewingThe Balanced
Operation
Communication: Intent, Passion
& Impact
BuildingBench
Strength
Performance Coaching
ToughTalking -
Confidence & Competence
CommercialFocus &
Understanding
Choices -Your Time.
Your Focuses
4D Ops - Effective
Unit Visits
LeadingA Customer Experience
Culture
Being the Manager of Managers
Front-lin
e coac
hing
an
d s
had
ow
ing
- U
nit
Vis
its,
Month
ly ReviewsDistrict Meetings, Telephone Calls, Virtu
al Co
nferen
cing, Action Learning Sets
©MMU 2014
masteringmultiunits.com | @mmu_global
8
Our support of your multi-unit managers is focused on
being with them to observe their implementation of the
Critical Impact Activities. We do this where it matters the
most, on the front-line as they carry out their role.
This will include time spent with the multi-unit manager
as they visit their units and conduct monthly financial
and operational reviews with their unit managers. Being
alongside the multi-unit manager means we can support
them to think differently and act differently.
We also recognise that everymulti-unit manager has their own line manager. Working collaboratively
with them, we seek to create an environment where line
managers are more than just aware of the development
their people are experiencing, they are integral to making
the performance improvements sustainable.
We achieve this by fully involving them in the coaching
and development process; updating them regularly on our
observations and talking with them consistently about the
impact their multi-unit managers are having on the business.
We never deliver an off-the-shelf approach to any
organisation. With each and every client we analyse the
current situation systematically. We always listen and take
account of the circumstances within which you operate.
Only then do we work with you to agree what development
content and approaches are relevant and suitable to
support your organisation’s needs.
The MMU team has a strong heritage and experience in the retail and hospitality sectors. Blended with international experience, the team brings both a strategic view to the multi-unit landscape as well as a practical appreciation of the challenges and opportunities that today’s multi-unit managers’ face.
We have experience of being able to work and influence
at all levels of organisations: from senior board members,
to frontline teams. In the real sense, MMU understands
that in any retail or service sector business it is
“the frontline that delivers the bottom line!”
Professors Muller and Di Pietro work with us. MMU and
their unique insight and international experience will
benefit any organisation. Additionally, we partner with
subject matter experts from our global network. Whether
an analytical profiling process of high performing multi-
unit managers is required, an in-depth customer insights
programme is needed or a focus on improving labour
scheduling and productivity is a top priority, we partner
with companies and individuals that can provide these
solutions for you.
With a future focus on social collaborative learning,
MMU is committed to being able to offer organisations
the opportunity to access online resources which can be
accessed anywhere, anytime using a range of devices.
Our Approach To Multi-Unit Management Development
MMU embraces the 70:20:10 principles to shape the way in which development time is divided:
70%
20%
10%
focused on the on-job experience and daily activities that offer learning opportunities
in formal, off-site workshops
working with others; problem-solving and being coached to reflect on
their own performance (ie: what are they learning? What could they
do better next time?) and to make a concrete plan for improvement
@mmu_global | masteringmultiunits.com
9
In Conclusion
MMU will support your organisation in the following three areas to deliver operational excellence and sustained, superior performance:
1. Developing the manager of managers - Support the current population of operational leaders
• We will work with you to diagnose development needs,
create tailored solutions and help you implement and
sustain them for the long term
2. Inspiring the manager of managers - Build the next generation of multi-unit managers
• We can support existing HR/LandD teams to design and
deliver a bespoke development programme to create a
pipeline of talent which prepares high potential single-
unit managers for the transition into multi-unit operations
3. Educating the manager of managers - Create executive education that incorporates external expertise with internal subject matter experts
• Led by Professors Muller and DiPietro and using our
network of international experts, we will create a unique
development experience for your leaders
At MMU we partner with you to:
• Understand the current business situation and identify
the results you want to achieve
• Determine what new or better behaviours and activities
will be required to make those results a reality
• Develop the mind-set, skill-set and tool-set to become
a world class operator by working alongside your people
during typical daily interactions and activities
• Measure return on investment through defined
organisational metrics
What makes MMU stand apart from other organisations
is our passion to develop your multi-unit managers beyond
the walls of any workshop.
Support on the front-line, as the multi-unit manager
performs the Critical Impact Activities, is where sustainable
behavioural change takes place and organisational
performance is taken to the next level.
If you agree, then we welcome the opportunity to be your
partner on this exciting journey to operational excellence.
For more information please contact:
e: [email protected] | t: 0203 713 9718 | Follow us on Twitter: @mmu_global
10
“What makes MMU stand apart from other organisations is our passion to develop
your multi-unit managers beyond the walls of any workshop”
11
@mmu_global | masteringmultiunits.com
masteringmultiunits.com | e: [email protected] | t: 0203 713 9718 | Follow us on Twitter: @mmu_global
© MMU Copyright 2014