mmu - leading ops excellence a4 brochure august 2014

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

2

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


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


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


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


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


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


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 - leading ops excellence a4 brochure august 2014

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