Cultural Change in Management Boosted Sales and Customer Satisfaction
Within just a year, the implementation of IntegPartners’ management model at Nobia Magnet UK led to dramatically improved customer satisfaction, sales figures, and employee engagement. How did they move from rigid silo thinking to a collaborative culture?
Challenge
Market shares were shrinking, customer satisfaction was poor, and the corporate culture was characterized by isolated silo thinking and a blame culture.
Goal
The company aimed for excellence in design, hoping it would drive both market share and profitability. However, achieving excellent design required a cultural transformation.
Solution
1. Leadership Training:
Initially, the regional pilot leader, along with the executive management, underwent leadership training on the principles of Integral Management and IntegPartners’ implementation toolkit.
2. Clear Strategy Development:
A strategic rationale with clear goals and metrics was developed, free from corporate jargon, resonating with employees working on the shop floor.
3. Strategic Dialogues:
In the third phase, in-depth strategic dialogues were held every six months between managers and all employees.
4. Coaching Team Leaders:
In the final step, team leaders were coached—first by experts and then by peers—to become fully comfortable with the new way of working with their teams to implement strategic goals.
Implementation
Biweekly meetings focused on driving the strategy helped teams stay on track. However, the real change occurred in daily work: in customer interactions, everyday decisions, team communication, and relations with other stores and functions. Step by step, employees adopted and integrated a new way of working.
Results
After less than a year of applying IntegPartners’ management model, James Davies’ sales region increased customer satisfaction from 56% to 81%. Total sales rose by 36%, positioning them 11% above the company average. Employee engagement reached 87%, setting a new record within the company.
Insights
These insights led to the application of the same model across all sales regions in the UK.
“It has been absolutely crucial. When we started the process, there were mixed feelings; we had made some previous attempts like this, which we had to abandon after a week or two. Now, our employees have become autonomous, and the management team has shifted from being quite silo-oriented to a no-blame culture.”
James Davies – Regional Manager, Nobia
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