Matrix Management 2.0 Case Study Grocery Manufacturers Association

Transcription

1 Matrix Mana agement 2.0 Case Study Grocery Manufacturers Association

2 BACKGROUND Founded in 1908, Grocery Manufacturers Association (GMA) is the voice of more than 300 leading food, beverage and consumer product companies, including internationally recognized brands as well as steadily growing, localized brands. Based in Washington, D.C., the association and its member companies are committed to meeting the needs of consumers through product innovation, responsible business practices and effective public policy solutions developed through a genuine partnership with policymakers and other stakeholders. In keeping with its founding principles, GMA helps its members produce safe products through a strong and ongoing commitment to scientific research, testing and evaluation and to providing consumers with the products, tools and information they need to achieve a healthy diet and an active lifestyle. The association employs over 100 people who together provide key capability to lead on public policy, communicate the industry s responsible approach, facilitate manufacturerretailer collaboration, and provide robust scientific and regulatory guidance. In January 2007 GMA merged with another trade association to become a powerhouse resource for the food, beverage and CPG industry BUSINESS SITUATION A strategic plan review conducted in early 2009 revealed that, in order to maintain and benefit from its position as a leader in the marketplace, GMA needed to enhance its ability to deliver on a unique value proposition to its members and other stakeholders. In essence, the association needed to become laser-focused on delivering results by aggressively prioritizing its agenda. The senior management team recognized that in order to achieve this goal, the organization would need to adopt a new operating model. GMA needed to find a new way to be more targeted, relevant and results-oriented than ever before. THE OLD MANAGEMENT SYSTEM VM 1.0 Like many traditionally managed organizations, GMA s management system was designed around its vertical structure (i.e. the org chart.) Systems and processes were built around functional lines of authority, boss-subordinate relationships, and tactical execution of work. Employees gained recognition through building a department, staff and budget and protecting that territory. As a result, Communication was siloed Departments were competing for resources in a challenging economic environment Work was duplicative and productivity suffered Employees were unclear about work priorities GMA lacked laser-focus on key deliverables Opportunities to deliver on the value proposition were missed MATRIX MANAGEMENT 2.0 CASE STUDY PAGE 2

3 THE SOLUTION Matrix Management 2.0 The GMA senior management team found a solution that shifted our perspective from tactical, headcount-focused planning into a strategic, cross-functional, prioritized and talent-based framework designed to ensure the delivery of key results to members. This solution was a new organizational management system called Matrix Management 2.0, brought to us by Martin Training Associates. Through a series of planning sessions and skill-building training courses, the association used the Matrix Management 2.0 s S.P.A.R.C model to become more agile in identifying priority work, planning and resourcing that work, and ultimately delivering better value to members. The organization focused on three of the five keys within the model: P- Prioritization, R- Relationship Management and C-Collaborative Leadership. The association started this process in mid-2009 with a planning session focused on selection and prioritization of project work aligned around its mission and strategy (P). During this time it also undertook an effort to develop relationship management (R) and collaborative leadership skills (C) in its senior management team through targeted coaching. In early 2010, in order to develop a shared vocabulary and build common use of business tools GMA selected and implemented a standardized project management methodology (P). The implementation included the use of standardized techniques and tools for initiating, planning and executing cross-functional projects as well as the training of all staff in the basics of collaborative project management (C). At the end of 2010, with a full year of experience using the implemented keys of the S.P.A.R.C. model, the association assessed progress and evaluated its new management system. Here s what GMA discovered: The project list reduced from 100+ projects to 45 in year one and from 45 to 22 in year two. Member engagement and satisfaction with project selection was enhanced. The percentage of projects delivered successfully (on time, on budget, at quality standard) increased by over 20%. Management staff gained a clear understanding of how staff resources where being allocated Resource needs (financial, staff capacity, staff capability) became easier to predict. There was improved alignment of staff assignments to mission and strategy. Progress was made during an economic timeframe when budgets were tightened and staffing was reduced by 5%. MATRIX MANAGEMENT 2.0 CASE STUDY PAGE 3

4 LESSONS LEARNED GMA leadership has a vision for the organization to become a cross-functional, fully collaborative operation that optimizes to the whole organization in order to deliver exceptional results to members. Implementing Matrix Management 2.0 is a process that takes time, patience and senior leadership commitment with a fair amount of resolve to accomplish the Matrix Management 2.0 solution selected by the team. Results to date have been encouraging and as we gain experience at every level of the organization GMA continues to improve its organizational maturity level in this new management system. Lessons learned to date include: Keep the focus on organizational mission and strategy everything you are doing is designed to make you better at delivering on the value proposition to your members Engage your members from the start you are doing this to better serve them Expect resistance from supervisors help them see that they are not losing control instead, they are gaining the ability to clearly contribute to accomplishing your strategy Identify current managers who are naturally inclined toward collaboration (you probably already know who they are) train them first and let them help you lead the way for others This is a Change Management initiative; communicate often and seek feedback from employees who are on the front line of change listen and make needed adjustments along the way Celebrate small wins and give recognition to your employees who made them happen Be realistic about the progress you are making consider a multi-year timeframe for full implementation An organizational culture built upon the Matrix Management 2.0 organizational management system is not for every employee some of your best performers in a traditional management system will need help to excel in your new model. MATRIX MANAGEMENT 2.0 CASE STUDY PAGE 4

5 NEXT STEPS In 2011, GMA will continue its transition towards becoming a mature matrix organization by applying Matrix Management 2.0 in the following ways: Provide in-depth training for a select group of employees to develop a cadre of skilled project facilitators ombudsmen of organizational collaboration and cross-functional thinking Implement the Matrix Management 2.0 accountability system -- the glue of the management system, including full integration with GMA s performance management system Integrate collaboration and project management skill sets into all employee recruitment efforts Continue efforts to align and reallocate association resources around an aggressively prioritized agenda in order to excel at meeting GMA s mission and strategic plan. MATRIX MANAGEMENT 2.0 CASE STUDY PAGE 5

6 FOR MORE INFORMATION Cathy Cassidy CEO Martin Training Associates, LLC. 9 Fair Street Carmel, NY ccassidy@martintraining.com (866) Carla Mitchell, SPHR Vice President, Human Resources Grocery Manufacturers Association 1350 I Street, NW Suite 300 Washington, DC cmitchell@gmaonline.org (202) Shannon Cole, PMP Senior Director, Science Program Management Grocery Manufacturers Association 1350 I Street, NW Suite 300 Washington, DC scole@gmaonline.org (202) MATRIX MANAGEMENT 2.0 CASE STUDY PAGE 6