What the manager received
A report you read in twenty minutes and use the next day.
Fourteen confidential interviews, forty-eight questionnaire responses. Two hours one to one to share everything, then the action plan built together. Here is the essence.
1 · The reading of your team
A proud, solid team, held back by a lack of clarity.
Leadership and ethical vigilance hold firm: the team believes in its brands and in its field managers. Clarity about who decides and cooperation between departments are at their lowest: this is where energy and results are lost.
Day 1 Six months later. Scores from 0 to 5, Osmose Management Radar®.
2 · What it costs today
3 · What your team says
What drives it
- Pride in the brands
- Attachment to customers
- Solid field managers
What holds it back
- Decisions remade in the corridor
- Priorities that change every week
- Uneven workload between teams
What it expects
- Knowing who decides, and on what
- A clear course and clear objectives
- Reinforcements on the new business line
“Everything has become a priority. Priorities change almost every week, and we run everywhere. I feel like I spend my time putting out fires.”
“It is unbearable to see the differences in commitment and workload between the teams.”
“Here, we decide in the meeting, and we decide again in the corridor.”
Rephrased words, reported by theme, never attributed.
4 · Your four workstreams, and what is decided
Clarify who decides what
Decisions are made in meetings and remade in the corridor. Nobody knows who decides between the subsidiary and the group's brands.
- A review of the RACI (who is responsible, who is accountable, who is consulted, who is informed) across all the team's projects: marketing, sales, merchandising, training, logistics, finance and the new business line
- A leadership team narrowed to six people, forty-five minutes every Monday, a decision log shared the same day
- Ground rule: a decision taken in committee is reopened only with a new fact
Average decision time; share of decisions reopened
The manager, with her leadership team
Share the vision to delegate better
The managers wait for the manager to decide, and she waits for them to decide. Without a shared course, everything comes back to her.
- A two-hour session where the manager presents her vision, her three objectives for the year and the results expected from each department
- For each manager: three quantified objectives, their decision scope and what must still be escalated
- A monthly thirty-minute one-to-one focused on results, no longer on operations
Each manager can state their three objectives; time the manager spends on operations
The manager, supported by coaching
Synchronise sales, marketing and logistics
Sales forecasts, marketing plans and logistics capacity are built separately: launches slip and the service level drops.
- A monthly integrated planning review (S&OP): sales forecasts, marketing plan, logistics capacity, trade-offs
- A shared dashboard of five indicators across departments
- A project portfolio reduced to five priorities; eight projects frozen and announced as such
Service level; launches delivered on schedule
Sales, marketing and logistics directors
Relieve the team: organisation and hiring
With 15% of positions vacant and a business line taking off, the workload is uneven between teams, and the team experiences it as unfair.
- An interim organisation from the first month: two people reassigned to the new business line, workload rebalanced between teams
- A target organisation at twelve months, presented to the whole team
- Three key hires launched: a sales director, a business analyst, a head of the new business line; open internally first
- The bonus rules explained to the whole team
Key positions filled; workload gap between teams; voluntary departures
The manager, with HR
5 · Your hundred-day roadmap
- RACI reviewed and shared
- Narrowed leadership team launched
- Vision and objectives presented to the team
- Interim organisation in place
- Three hires launched
- First integrated planning review
- Objectives and scopes agreed manager by manager
- Portfolio reduced to five projects
- First facilitated session across departments
- Rituals held without the manager
- First hires completed
- Target organisation presented
- Team temperature check and corrective actions
6 · Your mirror as a manager (extract)
“You carry everything and answer everything. Your team waits for you to decide, and you wait for it to decide: the two expectations cross without ever meeting.”
The rest of the mirror belongs to her alone: it goes neither to HR nor to the shareholder.
Thirty minutes to find out if I can help you.
Confidential, no commitment.
In thirty minutes, we take stock of your situation and of what you want to achieve. If my support fits your need, I then propose a precise scope, calendar and budget. Leave your email or mobile number and the reason for your request: I reply personally within 48 hours. The pack is intended for HR directors, search firms and funds that refer or finance the engagement.