Organizational Transformation - Retail
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This document discusses strategies for organizational transformation in the retail sector. It addresses the challenges of transitioning a family business to a more professional company. Two options are presented: remaining a family business or establishing a capital market strategy. The importance of leadership, people, processes, governance, resources and culture are explored in transforming the organization. Key elements include commitment to institutionalization, strong corporate governance, compensation, training, performance evaluation, and recognition programs. Core business and support processes are examined, along with the resources needed to execute them effectively.
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Organizational Transformation - Retail
- 1. Transformacion Organizacional Sector : Retail by Annette Chan
- 2. “…We have two options; there is no right or wrong decision, nor one that is better than the other. But whatever is to be done, w i l l b e d e f i n i t i v e . There is no turning back. We can continue being a family business, like in my grandfather’s and father’s days, or become a professional company with a strong and clear capital market strategy.” —David Feffer, Suzano, Chairman of the Board, speaking to his relatives after his father’s death
- 3. Leadership People Process -&- Systems Governance & Controls Resources C u l t u r e & The Organizational Dynamics Framework
- 4. Leadership People Process -&- Systems Governance & Controls Resources C u l t u r e
- 5. The business of Family Business Fewer than 30% o f family bus iness es s ur vive to the sec ond gener ation, and just 10% hold o n thr ough th e thir d . S o u n d b l e a k ? It's n o t. Thos e are far better s ur viva l odds than for small bus iness es not r un b y a team o f family member s .
- 6. Running a Family Business: Planning is Everything “Walking the path of true institutionalization and creating value with it requires a powerful level of commitment, internal control and high corporate governance practices are critical tools to get this job done.” —Gerardo De Nicolás, Homex, CEO
- 7. LeadershipT h e L e a d e r s h i p S t y l e i m p a c t s d i r e c t l y t h e o r g a n i z a t i o n . H o w w e l e a d i s i m p o r t a n t . I t s e t s t h e t o n e f o r t h e p e r f o r m a n c e .
- 8. Leadership Strenght & Edge Organic Organization Adapt or Die. Is not perfect but it works Driving at the Edge of Chaos Self Organization Principle Neverending learning Develops resourcefulness Dealing with ambiguity
- 9. Leadership The 4 Big Derrailers
- 10. People
- 11. Diseño Organizacional Compensación & Beneficios Capacitación & Desarrollo Evaluación de Desempeño Reconocimiento
- 12. Leadership People Process -&- Systems Governance & Controls Resources C u l t u r e &
- 17. SUPPLIER COMPRAS BODEGA TIENDA ProcesodeCompra
- 20. COMPRAS BODEGA TIENDA MERCADEO VISUAL DECOR Ventas Proceso de Ingreso de Mercancía. Despacho o Traspaso. Proceso de Surtido de Piso de Ventas
- 21. COMPRAS BODEGA TIENDA MERCADE O VISUAL DECORACION ProcesodeRotación deBodegaTiendaPisodeVenta.StoreLayout&Design
- 22. COMPRAS TIENDA VISUAL MERCADEO DECORACIONMarketingSupliraTiendas
- 23. COMPRAS TIENDA VISUAL MERCADEO DECORACION OwnMantenimientoITRecursosHumanosreasComunes
- 25. Process Core Tiendas Bodega Compras Contabilidad
- 26. Process Core Tiendas Bodega Compras Inventario
- 27. Process Core Tiendas Bodega ComprasMantenimientoGerenciaGeneral
- 28. Process Core Tiendas Bodega Compras sHumanos
- 29. Process Core Tiendas Bodega Comprasas
- 30. Resources
- 31. Tools & Equipment Software & Apps Infrastructure Back Office
- 33. Effective Meetings Budget Forecasting Planning Metrics & Reporting
- 34. Culture