This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves: 1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes. 2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements. 3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class. The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.

1. Integration Plan
O r g a n iz a t io n a l Br o k e r
As s e s s m e n t I n t e g r a t io n
C o m p e t e n c ie s
S .W.O .T S t r a t eg i c F i t
M e as u r e m e n t s
Cu s t o m e r B r id g in g g a p s
Re q u ir e m e n t s B e n c h m a r k in g

2. The Project
Objective:
Review and assess the organization, structure, and
competencies to determine how Sales & Marketing and
Supply Chain and Staff work effectively and identify
process improvements functions and systems
opportunities.

3. Purpose
To identify: roles and responsibilities- Who does what?
Organizational Hierarchy – How do we Work?
Systems and processes – Best in Class
Communication relationships – Who speaks to
whom?

4. Assess Communication Structure and Working Relationships - Example
VP Sales President
VP Business Development
VP Business Development
Manager East
VP Sales Food Manager West
VP Sales Mass Director VP Channel Sales
Club
Region Managers Local / Retail / Account
Management
National Accounts VP’s

5. Methodology
Team HR to conduct business needs analysis and
report all findings and recommendations on how
best to effectively organize Phase One utilize
“Diagnosis and Test” technique and organization
analysis.

6. Team HR will:
1. Asses the organization, target & goals
2. Asses the fit between Right Fit &
Consumer Brands Strategy
3. Strategic Vision - Not a Destination
4. Asses programs and development
– Budget & Forecasting
– Sales Planning
– Headcount & Redundancy Plan

7. Action Plans
• Conduct Due Diligence Process
• Complete audit of Organizational & Competencies
– Entrepreneurships
– Strategic thinking and execution of plans
– Making plan
– Know your business
– Management skills
– Situational Leadership

8. Action Plans
• Asses internal & external business services.
Including the following
– Action Planning
– Deduction Management
– Customer Service
– Promotional Purposes
– Sales Administrative Functions
– Financial Functions
– IT
– Supply Chain
– Manufacturing
– Staff functions

9. Example - Organization Review:
Account & Principal Retail Service Administration & Marketing
Management Customer Service Department
How to manage those segments and how to communicate
Question to be answered concerning the Organization:
How do we communicate
What is the compensation / incentive plan
How do we define roles & responsibilities
What is the transition timing?
Relationships / services of HQ toward Field
Relationships Field / Staff

10. “The Process Check”
Identify
Assess “areas” of
Identify key perception of prioritization
Collect current dimensions current which map
data from and indicators performance indicators
targeted on key most likely to
indicators drive critical
success

11. Action Plans
1. Interview Vice Presidents
2. Review HR Systems
3. Determine Organization effectiveness and structure
4. Set priorities for organizational design:
5. Conduct 360 Degree feedback test with AEs
6. Alignment: to what extent will current Sales
organization accomplish strategy
7. Integration Plan
8. Customer focus
9. Resources availability
10. Timing and Next Steps

12. Process Review
Strategy / capability / organization assessment
Current Future
Strategy
Organization
capability
Management actions

13. Elements of a successful organization-
Shared mindset To what extent does Leaders have
the right shared mindset?
Competence To what extent does subordinated have
the required competencies (knowledge,
skills and abilities) to reach future
goals?
Consequence To what extent does Organization have
the right performance management
system to reach future goals?
Governance To what extent does the right
organizational structure, communication
systems and policies to reach future
goals exist now
Work improvement process / To what extent do we have the ability to
capacity for change improve work processes, to change,
and to learn in order to reach future
goals.
Leadership To what extent do we have the
leadership required to reach future
goals and commitment?

14. Resource Diagnostic and Allocation
Resources Score
To what extent is the department Seldom = 1
characterized by the following Often = 5
Control: Employees control key decision
Explain – the Why?
making processes about how work is
done
Commitment: Employees have a vision
and direction that commits them to
working hard
Challenging work: Employees are given
challenging work that provides
opportunities to learn new skills
Collaboration / teamwork; Employees
work in teams to accomplish goals
Culture: the work environment provides
opportunity for celebration, fun,
excitement, and openness
Compensation: Employees share gains
for work accomplished

15. Resource Diagnostic and Allocation
Communication: Employees enjoy open,
candid, and frequent information sharing
with management
Concern for due process: each
individual is treated with dignity and
differences are openly respected and
shared
Computers and technology: Employees
have access to and use of technology that
makes their work easier
Competence: Employees have the skills
to do their work well
Score

16. Competencies
Assessment process
Gain Agreement of Interview Managers & Conduct Contact
Assessment Tool Supervisors for input Internal Candidates’
& Competencies Conduct organizational Assessments Supervisors
analysis
Establish Review Conduct Obtain Prepare confid.
Mangers & Ranking with in-depth Competency reports on
Supervisor Senior interviews assessment Manger &
Ranking Management Supervisor
Obtain Give Assist in Monitor transition &
Additional Feedback integration Team
Input from
Management
team

17. Which competencies are on your team?
Knows the Leadership People Skills Values
Business
Managers
Staff
HQ
Store Brands
Business
Development
International
Sales

18. Competency Review
Standards: What are the standards (and consequences)
required to accomplish our strategy?
• Building Performance Management System
• What are we trying to accomplish?
1. How should we measure it?
2. What are Behaviors and Outcomes
3. Individual and team assessments
• How can we tie rewards to measurements?
• Rewards and Recognition?

19. Competency Review
What competencies are needed to make this organization work?
Competencies: What are the competencies required to accomplish our
strategy?
• Competence audit
• Assessing people against competencies (entrepreneurship, think
strategically, know the business, make money, leadership, people
skills, corporate values)
• Competence enhancement
• Staffing (in, up, out)
• Development and Learning
1. Competence to results
2. Individual to team
3. Bounded to unbounded
4. Shelf to tailored
5. General Management to process

20. Brands: Which functions are Best Class?
Brand Finance Customer Logistics Retail
Marketing Service Operations
Food
Mass & Drug
Club
Store Brands
Business
Development
International
Sales

21. How to Hold Organization Accountable
How are we going to monitor success? How do we hold each team
member accountable? How do we manage them? How do we make
sure we deliver?
•Cost, Speed, Service, Quality, Innovation
•Review profit, volume share
•Trade spending
•Communication process
•Time in market
•Growth of our brands
•Information sharing
•Broker Incentive Program
•Shared Services Integration
•Measurement against objectives
•Training
•Involvement senior management
•Deployment planning and capability reviews
•Market share analysis and Customer data
• Evaluations with all levels of organization

22. Assess the Organization:
• Organization design: What should be the
structure of the organization
• Roles & Responsibilities (how many levels,
what roles, what reporting relationships, what
division of labor
• Analyze and evaluate all positions

23. The Report
•“S” Strength
•“W” Weakness
•“O” Opportunities
•“T” Threats
Conclusion:
Benchmark Practices
Offer – The What?

24. Demonstrate HR’s contribution
HR will create measurement systems that focuses on:
1. Strategic alignment of the HR function to the business
2. Value creation (ensuring that the HR architecture and programming
integrates with functional action planning and implementation
process)
3. Cost control (driving out costs in the HR function and enhancing
operational efficiency outside HR)
4. HR will to play an active role at the ‘strategy development table’ and
business meetings and processes.
5. HR will be a process facilitator - in distribution, logistics, warehousing
6. Focus not only on strategy itself, but also on business plan
implementation - often strategy is too vague for employees to
understand and therefore implement effectively
7. Focus HR strategy implementation rather than content which will
differentiate unsuccessful from successful HR leadership