The benefits of Academy solutions to multi-site organisations
- Create leaders who understand their market and know how to optimise their portfolio.
- A ROI of 538 per cent on programme costs.
- Deliver performance improvement in a key group of your organisation's structure.
- Improve your retention by keeping key individuals who deliver your business' revenue.
Driving superior multi-unit performance – three key groups
A Multi-Unit Leader (MUL) can be defined as any leader directly responsible for the performance spectrum of two or more managed or franchised units. Common titles include Area Manager, Retail Operations Manager and Retail Business Manager. Successful MULs are able to:
- Understand their units' customer base and micro-market; the serviceable market.
- Optimise their portfolio through maximising human and capital deployment accordingly.
- Improve micro-processes in order to improve the operational rhythm of their businesses.
- Fully understand the formal and informal rules of the organisation; know when to 'coach, sell or tell'.
- Understand the value of networks and be able to cultivate informal social links within organisations and gain superior resource access for their portfolio.
Single Unit Leader
A Single Unit Leader (SUL) is responsible for leading a team within a portfolio of other units. As such the SUL is responsible for delivering excellence in order to leverage resources against competing claims of other units within the multi-unit portfolio.
The best performing SUL is able to:
- Articulate and exploit the dynamics of the unit's served market.
- Focus team energy on the delivery of consistent and personalised customer service.
- Draw on a body of analytics and performance criteria including financial data and frameworks to drive team activity.
- Demonstrate resilience in reconciling the competing demands that are expected to deliver different goals.
- Create the space at the micro-level for the team to deliver memorable customer service.
Corporate support personnel operate within a highly ambiguous space within the portfolio structure of the multi-unit organisation. The complexity of the decision making process and the fact that they have to influence without authority constrains their ability to deliver emergent activity at the micro-level and has a serious impact on their ability to deliver change.
The best performing corporate personnel are able to:
- Influence and persuade through sophisticated understanding and manipulation of the formal/informal networks of the organisation.
- Align strategic direction with operational impact by ensuring there is buy-in at the unit level.
- Be personally resilient with the competing claims faced and the stress arising from these tensions.
- Be highly effective in influencing throughout the organisation to deliver 'more for less'.
- Maximise the benefits to the whole organisation rather than for their own specific functional area.