Organizational Alignment and Role Clarity Drive New Efficiencies for Retailer​

The client is a major telecommunications company with over 100 million subscribers and operating over 21,000 retail outlets comprised of direct-owned, exclusive third-party, and non-exclusive third-party locations. The company faced massive changes from several different angles. After recently completing a major acquisition and implementing the subsequent reorganization, the company was grappling with a global pandemic that continued to significantly impact customers, associates, and leadership.​

The supply chain organization needed to pinpoint issues preventing it from operating as an efficient, collaborative team. Further, they wished to establish a shared language and common understanding of how best to achieve the team’s objectives and goals.

The Parker Avery Group was engaged to conduct a preliminary organizational alignment diagnostic. This work involved conducting over 30 interviews, administering an anonymous survey to impacted individuals, and facilitating several intensive workshops. Three internal cross-functional peer advisory groups were formed to gather insights and source solutions for the following focus areas:​

• Clarification of roles, responsibilities, and process handoffs​
• Establishment of communication standards for meetings, email, and other messaging​
• Reinvigoration of a formalized work intake process to help better prioritize and manage job activities for the entire team​

The initiative was supported by a program governance team, who were empowered to provide guidance and consent. Over twelve weeks, The Parker Avery Group facilitated work sessions with each peer-advisory group to navigate them through their solutions’ ideation, recommendation, and refinement. Additionally, Parker Avery provided risk mitigation plans and tactics to minimize potential roadblocks to new ways of working.