7B002 Strategic Management Portfolio Strategic Personal Development Plan & Strategic Management Project Submitted to Dr. Shaukat Ali The University of Wolverhampton - Business School Table of Contents Page number SECTION 1: INTRODUCTION 15 1.1Company Overview 15 1.2The company diagnostic 16 1.2.1External forces. 17 1.2.2Internal forces 18 1.2.3 The current organization structure 18 1.2.4 Organization chart 18 1.2.5 SWOT Analysis 20 SECTION 2: LITERTURE REVIEW 21 2.1Why restructuring? 21 2.2 Driving against restraining forces of restructuring 21 2.3Dimensions of Organization Design 22 2.4Downsizing Implementation 23 SECTION 3: RESTRUCTURING PROPOSAL 25 3.1Restructuring strategy 25 3.1.1Threat of New Entry 25 3.1.2Threat of Substitutions 25 3.1.3 Competitive Rivalry 25 3.1.4Bargaining Power of Suppliers 26 3.1.5Bargaining Power of Buyer 26 Our Focus 26 3.2Strategic actions 27 3.2.1 Downsize 28 3.2.2 New organization chart 28 3.2.3 Key performance indicators (KPIs) 29 3.2.4 Enhance the organizational communication 29 3.2.5 Competency development 30 3.2.6 Multitasking employees 30 3.2.7 Improve employee motivation 30 3.2.8 Use accelerator program 30 3.2.9 Growth strategy until 2016 - 2018 31 3.3 Steps of organization restructuring 33 SECTION 4: CONCLUSIONS 35 References 36 Strategic Management Project SECTION 1: INTRODUCTION 1.1 Company Overview Al Masaood is a big group of companies represents the interests of Al Masaood family. It is one of the most well-known organizations in United Arab Emirates (UAE) and the Middle East. The Group has many business units covering different market segments in collaboration with many leading corporates in the world. Al Masaood established its various businesses in several market segments, such as: automotive, business services, Construction, Distribution & Logistics, Engineering Projects & Services, Industrial, Marine, Manufacturing, Oil, Gas & Petrochemical, Power, Real estate, Retail, Travel & Leisure, Technical Training, etc. The group operates number of companies within each segment and these companies are wholly owned by Al Masaood Group or in partnership with some of the world's leading companies. Our subject company is Al Masaood Commercial vehicles & Equipment division (CVE) provides sales and after market for a wide range of franchises. The main customers of the division ranging from Government departments, Civil Defence, Military, and Oil companies through industrial and commercial organizations. Core business of the division is UD & Renault trucks (sales & aftersales) and some other franchises such as, Morita Fire Truck, Oshkosh Truck Corporation and Nissan Forklift, Shangrao china buses, in addition to be the distributor of other known brands of heavy equipment and auxiliary products. The company has a high annual turnover of approx. AED 80m (22m $) and the no of employees are about 160 workers including all divisions of 3S (sales, service & spare parts). Customers demand a first class service and Al Masaood Trucks & Equipment division is able to offer this through strategic facilities located at three different locations: Abu Dhabi, AI Ain and Beda Zayed City. All branches have dedicated sales, service and spare parts facilities. All are fully equipped with the latest technology and are considered from the best workshops in the Gulf. 1.2 The company diagnostic: In view of the highly competitive marketplace and its fast-paced in the past few years, it has become crucial for Al Masaood to be more flexible and in another meaning to be more effective and consistent with the speed of the corresponding changes in the marketplace. Al Masaood CV&E has been referred to as one of the important truck dealers in Gulf during the 1990s until 2009 and more than 90% of its revenue was from the government sector. In 2009 and beyond, it was the rise of global recession and the tough economic times that came in sync with the trend of privatization in UAE. The company started its declination in terms of low revenues, poor performance, low market share, company losses...etc. Therefore, the need of restructuring the organization to get dramatic changes leading to restore profitable operations became inevitable. Understanding the current situation of Al Masaood CVE will give us idea how to address the organizational structure and what is the most effective way to move the company forward. Current Situation in last two years:(Al Masaood CV&E, 2014), (Al Masaood CV&E, 2015) All figs in millionDhs 2014 2015 Gross Profit 17,593,000 17,700,000 Staff Cost 16,700,000 16,850,000 Total Expenses 18,700,000 18,400,000 Operating Profit (1,107,000) (700,000) The above graphs and numbers are from the financial reports FY 2014, 2015 of CV&E Company and it was clear from all the above figures that the company’s situation was very critical. In 2014 & 2015 there was low gross profits against high staff costs, losses in operating profits and low productivity and efficiency ratings. Customer satisfaction was not high enough and the competency level of employee was low. In addition to the above-mentioned figures, below also illustrated all sources of change that were facing the organization: 1.2.1 External forces External forces are environmental uncertainty coming from the sectors that organization deals with regularly on a daily basis (Daft, 2013) and defined in our organization as below: • The general economic situation in the country. • Sever effect of the low oil prices. • The effect of fuel deregulation on UAE market. • Expected tax regulations in UAE market. • Shrinking of governmental entities and the expansion of privatization. • Major ongoing and forthcoming projects in UAE. • Legislations and laws affecting our trucks business: traffic loads regulations, emission control, custom duties ...etc. • Customer requirements that should meet and exceed his expectations. • Competitive environment in terms of direct and indirect competitors. 1.2.2 Internal forces Daft, (2013) has defined all challenges facing organization today, which are different from the past. Illustrated below some of the internal forces in our organization: • Losses in P&L for three consecutive years • Inter-departmental conflict that leads to inconsistency. • Poor communication at all levels. • Unclear goals and strategies. • Low performance for employees • KPI’s are not well defined or communicated. • Low competency for employees and no measurement of its level. 1.2.3 The current organization structure: Our business comprises of three main departments called 3S: sales, spare parts and service. The sales division is responsible of selling our products. Spare parts and sales departments are called the after-market service, which responsible of providing spare parts and maintenance/repair workshop required after the initial sales. After sales is taking care of all the sold trucks and equipment in terms of repair, regular services, warranty, or any technical assistance might be needed from the customers. 1.2.4 Current Organization Chart: The organization design guarantee the horizontal and vertical flow of information to achieve the overall organization’s goals (Daft, 2013). Our current structure tends to be vertical organization designed for efficiency (mechanistic) with the following characteristics and disadvantages: 1. Specialized tasks, vertical communication and decisions from the top down, many rules, strict hierarchy, task forces, centralized decisions and few teams. 2. Our organization depends on the owner as a managing director at the top of the organization with full power and authority. Below this, we have weakness inhigh management level, from my perception, resulting in frustrated and poor decision making for each successive hierarchical structure. 3. Lack of communication and bad response is obvious in our organization. 4. Lack of both, transparency and accuracy of information from layer to another. 5. Spare parts division is a separate division under the central parts GM as illustrated below. This is the most serious problem in our organization from my point of view as it causes conflict and miscommunication between departments due to the misalignment between the departmental goals and objectives. 1.2.5 SWOT Analysis: Strengths Weaknesses • Well organized group of companies (Al-Masaood). • Three complexes covering three different locations in Abu Dhabi, Al Ain & Beda Zayed. • Intelligent CRM System. • Expandable infrastructure facilities. • Workshops equipped with all required tools and equipment. • ISO certified (9001:2008) & OHSAS (18001:2007) certified. • High response to customers’ demands and complaints. • High Warehousing System Performance • KPI results for all department’s operation need to be improved. • Limited marketing activities. • The trucks prices perception are not competitive enough in comparison to the market. • Low market share. • Limited marketing activities & parts campaigns need to improve. • Parts long delivery time for some items especially for old models. • Parts availability & Order pattern need to be more improved. • No incentive system for any of the organization’s departments. • No measurements for the employees’ competency level. Opportunities Threats • Slight demand in oil field service companies to cover the current & new projects • Enlargement in the service sector specially in the waste management area • New products coming with the new total solution is a potential for Al Masaood in the market. • Target new customers in potential sectors like construction, waste management and transportation sectors. • EXPO 2020 and the related projects and preparations in UAE. • Very low profit due to high market competition. • High currency fluctuation is badly affecting our stock cost value of units and parts (2014 costs are higher than present cost). • Presence of other dealers in the same market. • OEM Parts competition. • Low unit in operation is affecting parts sales. • Presence of non-genuine parts sellers in the market. Panagiotou (2003) argued that the SWOT analysis method help planners and users to search for indications and variables inside and around organization and then find the best wat to incorporate them in strategy formulation. The below illustrated SWOT is showing strengths, weaknesses, opportunity & threats in our organization as shown below. SECTION 2: LITERTURE REVIEW 2.1 Why restructuring? Restructuring is a process that is commonly undertaken by many organizations in a regular basis (Whittington, Pettigrew, Peck, Fenton, Martin, 1999; Mayer et al., 2003, 2004; Whittington et al., 2007; Whittington et al., 2004). Lot of challenges drive Al Masaood today to restructuring our organization to adapt with continuous and rapid changes in the world, to fulfil the concurrent needs, globalization, stiff competition, rapid response, new technologies, are sample of the challenges we are facing (Daft, 2013). Other inevitable forces prompt us to restructuring our company such as: coping with dynamic business environment, the desire to adopt new and the modular and more flexible organizational forms (Schilling and Steensma, 2001). Balogun and Hope Hailey, 2003 has argued that restructuring can lead to performance improvement by reducing costs and enhancing productivity. Reducing operational costs and better implementation of organization strategies are very effective tasks of organizational restructuring (Eby and Buch, 1998). Organizational performance is also affected by many factors such as the communication lines, authority structure, degree of centralization, nature of the tasks given to employee and the severity of risks and crises under which the employee operate (Daft, 2013; Pfeiffer and Salancik, 1978). The new structure is not just structural blueprints on a charts designed by top managers, but it is also changes of individuals attitudes and way of working to make sure of the success of the new organization design and structure (Porras and Robertson, 1992). Downsizing could be one of restructuring methods that can be achieved by laying off surplus work force aiming to cut some of the costs and decentralization to reduce some layers of management to get both costs and organizational benefits (Norley et al. (2001); Sahdev, (2003); Tyler & Wilkinson, 2007). 2.2 Driving against restraining forces of restructuring During change management associated with the structuring process, we have to ensure that business responds to the environment in which it operates. Restructuring is an organization change process that occurs due to dissatisfaction with present strategies or developing the company vision to the better. When management starts to implement such process, they have to develop the necessary strategies for the restructuring implementation and managing the prospective resistance against it (Riley, 2015). Lewin Force Field Model identified the driving forces for any change process and the force that restrain it.The change will only occur when the driving force exceeded the restraining one and in case of the two forces are equal, there will not be a change in organization. The Lewin's analysis is used to investigate the balance of the driving and restraining forces, to identify the key stakeholders from side and to identify opponents, allies and the influence towards the target groups from the other side (Riley, 2015). The internal forces that is that is driving the restructuring process in our organization stems from the continuous need for improvement in organization, the need to increase profitability, enhancing the business KPI’s and developing the business after the natural ageing and decline (Riley, 2015). The external forces driving the restructuring process in our organization stems from the intense competition, new Legislation & taxes, political interests, globalisation, technological change and ethics & social values. (Riley, 2015). On other hand, there arerestraining forces for restructuring process, which always resists and the degree of resistance is proportional to its disruption, and stress. The reasons of restructuring resistance coming from: insecurity feeling, anxiety for individuals, purpose or the main objective of restructuring is not clear and uncertainty. 2.3 Dimensions of Organization Design There are two features of the organization design: structural dimension, which is the internal characteristics of organization and contingency factors, which is the organizational setting influencing the structural dimension including technology, culture, goals, environment and organization’s size (Daft, 2013). The structural dimension in organization are as following: 1. Formalization, whichis related to the amount of documents, procedures, policies, regulations ...etc. Therefore, we, as a top management in Al Masaood, have to decide whether choosing the formal structure that interested in existing norms and behaviors no matter the individuals or choosing informal structure, which is not interested in forms and regulations but relies on relationships and hearts and minds reflections of organization’s members. In many times in the same organization, there would be some areas with formal structure and some other with informal structures (Daft, 2013). 2. Specialization is the degree that origination tasks are divided into separate jobs that is referred to as division of labor.This type helps organization to be more productive and efficient (Daft, 2013). 3. Hierarchy of authority is designed to benefit the company and the employees in terms of creating a path of accountability and development of employee at all levels. Employees expect from managers to improve their work skills as well as managers expectations toward their executives to improve managerial skills. Hierarchy of authority provides clear career path for everybody in organization and finally, it helps in establishment of efficient communication between all employees (N, 2015). 4. Centralization is referred to the level of authority of decision making which either is at the top level or delegated to lower organization levels. 2.4 Downsizing Daft, (2013) has clarified that downsizing become very common in organizational life for last couple of decades due to many reasons such as: mergers and acquisitions, global competition, rapidly shifting environment, and tendency to outsourcing. On the other, side some researchers found that downsizing is not achieving the organizational objectives in usual. David Cote – Honeywell CEO believed that layoffs hurt the companies in the long run from his experience when they decided to lay off 31,000 employees. He stated that the decision had a significant impact in decimating the company’s industrial base. Daft, (2013) summarized the smooth downsizing process in four steps. First, trying to find alternatives like limiting the demobilized employees by cutting other costs, providing furloughs or benefit cuts. In our chosen company Al Masaood, the recommendation was to distribute all these laid-off employees to other sister companies that in need to new appointments. Secondly, to communicate more with employees, why layoff were needed, what is expected from remaining employees and how to help employees that are going to lose their jobs. Third, the responsibility of organization towards the displaced employees. This can be achieved by providing training, extended benefits, severance package or outplacement assistance. Finally, to help the remaining workers thrive after the bad feelings they face after they loss their colleagues (Daft, 2013). SECTION 3: RESTRUCTURING PROPOSAL 3.1 Restructuring strategy In general, Porter's five forces Model is a strategy tool used to analyze the structure attractiveness of our organization during the strategic business management when we try to steer the business in the right direction to develop an edge over rival companies (Daft, 2013). Our company has to decide whether focused low cost or focused differentiation after evaluating the company’s position with the competitors in the truck business with using the five below forces as Daft, (2013) emphasized in his book “Organization theory & design”: 3.1.1 Threat of New Entry • Too expensive to enter to the truck market. • Needed technology, high knowledge and experience. • Required technology and skilled managers to understand the market and competitors. • Quite easy to enter to our markets in terms of governmental rules and policies. • Quality competition in our business segment is difficult for new entrants. • No enough protection from the truck dealers from other regions. • No enough protection from non-genuine competitors. 3.1.2 Threat of Substitutions There is no threat for substitution of the MCV (Medium Commercial Vehicles) and HCV (Heavy Commercial Vehicles) trucks in our market. Now and within the coming five years, there are no potential for railways, diesel fuel substitutes or any other transportation alternatives. 3.1.3 Competitive Rivalry • Many competitors in the market. • Diversity competitors are available. • Competitors have quality products. • Low Customer loyalty. • Price competition is very high. • Governmental initiative market. • Price driven customers with high loyalty nature. 3.1.4 Bargaining Power of Suppliers • Moderate number of suppliers. • High-risk to substitute or switch suppliers according to the dealership agreements. • High power of suppliers. 3.1.5 Bargaining Power of Buyer • Easy to switch or substitute causing high power. • Intense competition in a small market size. • Price driven market with customer loyalty nature. • High power of buyers. Our Focus Entering of new competitors in our market is quite easy in terms of governmental rules and policies however, the high quality competition will be likely limited to the existent market players. On the other hand, our company should take the necessary precautions and legal action against the truck dealers and non- genuine retailers in our market. No potential threats coming from the substitutions in our market in the coming five years at least. We have many competitors and diversified rivals in our market having high quality products. Therefore, we have to plan internally and with the manufacturer to position our Renault truck to be differentiation focus and our UD Japanese brand to be low price focus as a crucial solution to increase the market share. Our market has lot of price driven customers and such type of customers require a very skilled sales executives and an attractive sales strategy to attack them successfully. We rely on few suppliers in each division and the most important ones are the product manufacturer and some other few in each division. The manufacturer (main supplier) has a high power and switching to another is devastating to our business. We have to focus aggressively on the annual business plans, pricing, needs, supports...etc. Finally, the buyers in our market have a high power due to the intense competition and the easy switching to other substitutes and this requires increasing the brick walling activities to our loyal customers in addition to the increase of marketing and promotions to all existent customers in our market. 3.2 Strategic actions The strategic planning process for restructuring strategiesis formulated below according to the above diagnostic of our organization. The monitoring framework will come afterwards to keep an eye on the implementation of restructuring plan, and to ensure how far its goals and objectives are being achieved (‘strategy implementation’). A short-term plan has to be prepared as revival plan that aim to stop the bleeding of the business as a revolutionary action. The following objectives has to be achieved during restructuring in order to reach the desired targets: 1. Downsize plan (preparation & implementation) 2. New organization chart 3. Product positioning 4. Protection against intruders 5. Key performance indicators (KPIs) 6. Enhance the organizational communication 7. Competency development 8. Multitasking employees 9. Improve employee motivation 10. Growth strategy until 2016 - 2018 3.2.1 Downsize: According to the big changes in the market during the last few years and after the deep study of the current structure of our subject organization very carefully, it was found that the organization size at all levels need to be reduced. The current head count in our organization is 160 and I targeted to reduce the number to be 84 after discussion with all leaders about the best numbers that match with the current business size. The intended plan is to distribute all redundant employees to another sister companies after announcement of their job roles and curriculums. I was keen to consult the key employees at all level to choose the redundant positions and posts at all departments before implementation. 3.2.2 New organization chart As for the new organization chart proposed for top management, the intention is to address all the barriers in the current one to be more horizontal. The new organization chart will enable the horizontal communication to beat the inter-departmental barriers and will make the coordination between employees easier in addition to the more quick decisions (Daft, 2013). The key changes in the new organization are as following: 1. Cost saving structure with fewer layers of management. 2. The number of staff will be reduced to almost half of the old number after downsizing. 3. The sales & after sales (parts & service) division will be under one GM to solve the conflict between departments, align the objectives of all departments with the whole organization and to enhance communication. 4. Adaptable organization with continuous change environment. 5. High empowerment for the front-line employee. 6. New organization is more flexible, agile, innovative, reactive 3.2.3 Measuring success (KPIs) KPIs has to be clearly defined to all departments and the targets has to be accurately established. Everybody in the organization should know the relevant target and understand how to be able to achieve after taking the specific necessary action (Reh, 2015).Finally, it has to be monthly monitored at all levels to ensure that the organization is moving in the right direction. 3.2.4 Enhance the organizational communication • Focus on managers and supervisors to develop their communication skills. • Improve the meeting quality by planning, establishing ground rules and asking feedback from all attendees. • Increase the interaction in formal or informal times between employees and their managers. • Encourage managers and supervisors to approach their employees about any information they might need. • Encourage all employees to submit their questions and recommendations in question boxes virtual (internet) or physically available everywhere inside organization. 3.2.5 Competency development • To quantifiable process to evaluate the employees’ competency for each relevant skill and to measure their competency from time to time. • Allocating considerable budget for the training, E-learning courses, and the courses provided by manufacturers. • Preparing annual training plan aligned with the current competency level and the target level. • Assign training coach and trainer internally from the organization. 3.2.6 Multitasking employees After downsize of organization, the need for multitasking employees becomes inevitable. If we fill two vacancies with one multitasking employee, the cost of benefits can drop significantly. Keeping multitasking employees has to be the first priority during the downsizing process. They are dependent by doing several tasks on their own without of any compulsion but passion. They will be key element immediately after the downsizing. 3.2.7 Improve employee motivation Establish an employee motivation plan including new incentive system. Motivation is crucial for the business success especially when it comes after the big restructuring process like this. 3.2.8 Use accelerator program The new accelerator program contribute to achieve the aggressive targets for all staff at all departments through focusing on two important tasks. Firstly to focus on and improve the staff activities and secondly to improve the KPIs. Eventually, it will lead to achieve our organization’s targets. The new program has to be well conducted to all staff along with the agreed targets set by management and finally, the full implementation process will take place. 3.2.9 Growth strategy 2016 - 2018 • Achieve the long-term plan for the development plan. • To achieve the target of the initial spare parts stock for the new models. • Preparation of special tools for the new models as per the manufacture plan. • Appointing new sales executive according to the sales plan (using from the redundant staff is an option). • Appointing new post of PSSR (parts sales and service representative) to allow us have a dedicated one for each brand (using from the redundant staff is an option). • Dedicate sales teams for each brand as per the sales plan. • Launch of new Showroom in Musaffah area at 1st quarter of 2016. • Launch of huge 3S complex in Ruwaisarea at 2nd quarter of 2018. All figs in millionDhs 2014 2015 2016 2017 2018 Gross Profit 17,593,000 17,700,000 17,900,000 19,690,000 21,659,000 Staff Cost 16,700,000 16,850,000 9,000,000 9,270,000 9,548,100 Total Expenses 18,700,000 18,400,000 11,250,000 11,587,500 11,935,125 Operating Profit (1,107,000) (700,000) 6,650,000 8,102,500 9,723,875 3.3 Steps of organization restructuring To compete in new business situation and fulfilling the markets needs and wants, Al Masaood CVE will introduce the below restructuring plan within the organization. The plan follow the Kotter’s 8-step change model, giving importance to all phases and focusing on each step to manage expecting tremendous changes associated with the restructuring process. • Sense of urgency: Establishing a Sense of Urgency was the leaders’ task by sharing the actual situation with all staff in organization and showing the seriousness and inevitability of the change and restructuringof the organization. Managers and employees should share all information and even unhappy news such as downsizing taking into consideration the compatibility ofmanagement actions and organization decisions with all what has been communicated in this regards (walk and talk). • Form a powerful coalition: Myself as a leader of the restructuring process will choose the appropriate coalition who can support, by their experience,the change and structure of the whole organization.I believe that managers of the departments are worthwhile to be involved in the change coalition. Their mainresponsibility will beto decide the direction of the change and this could be done throughseveral business meetings with both superiors and subordinates in hierarchy in each division to discuss about all the organization diseases and how to address them from their point of view. • Visualizing the change: Vision can empower and encourage leaders and followers to implement change (Sullivan & Harper,1996). The Vision and aforementioned strategy of the restructure change will be set by the change coalition team and will be elaborated in management meetings even at the bottom line with sales, technicians, and parts stock control team…etc.then visualizing how organization will achieve this state. • Communicate the vision: The change vision has to be ccommunicatedto all stakeholders of the organization by explaining why the change is needed, what will happen if it does not take place on time and how it will benefit the organization and employees.They have to communicate also the plan of the change implementation in organization,change importance in term of business profitability, getting out from slump, how to meet the new technological needs and to improve the performances of all departments. • Empower broad based action:Change requiredfrom the coalition to remove all obstacles by eliminating insecurities and resistance factors from the mind of technicians and convincing staff to accept change. Managers have to conduct theindividual anddepartmental KPIs to everybody and try their best to be sure that all are ready for the achievement. Managers have also to explaine honestly, to whom they did not like change, the present condition and future destiny after change. • Focus on initial success: The change leaders should be keen to focus on the initial achievements with subordinates as a motivation for them to adapt and move with change. They have to explain the expected progressive results by adapting new methodology and establishing new incentive scheme linked to achievement of the initial targets. Specific performance targets will be put on overachieving set targets in addition to thetechnician of the month event that started to award direct staff on their performance and efficiency. • Short-term and long-term goals: The leaders consider the short-term change to bring long-term change as a fact of adaptation to change. They use the short-term wins to increase change credibility and energizing more change in the organization. • Continuous change strategy: Without change, there is no room to improve and those who initiate change have better opportunity to manage the continuous changes in organization. New leaders believe that continuous change is essential to accomplish the organization’s objective and goal to continue growth. It is clearly visible that the gradual increasing trends in all figures is resulting from the continuous change. SECTION 4: CONCLUSIONS The need for large-scale restructuring become not optional, but inevitable due to accumulation of internal and external factors that affect our organization. Lot of problems arose on the surface such as technical problems, political allocation, organization culture, poor financialperformance, low productivity, low growth, performance gaps, loss of revenue, non-fulfillment of consumer demand and others. Hence, the organizational restructuring is the best as a revolutionary solution. In this paper, I tried to offer an integrated solution to move our organization out of this setback as soon as possible with minimal losses. I prepared transparent proposal including corporate and financial restructuring taking into account the current situation of the organization to show stakeholders where westand and where we go. I believe that successful completion of restructuring require from the leaders to take the initiative to establishing restructuring priorities, addressing all internal and external gabs, and dealing with the obstructions posed by stakeholders. We need to be sure that measures are taken regularly and quickly to offset any deviation that might arise during implementation of restructuring process. 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