In this case study we demonstrate how to redesign workflow and optimise the resources within the agency to meet requirements. This 4-step process resulted in a realignment of workflow and the development of cross-functional teams for efficiency of output. A complete end-to-end customer journey process was implemented ensuring a smooth transition from the sales function to the project management function. Employees now have a clear process for their workflow along with clarity in the responsibilities of the leadership team. If you want to grow your agency and reduce staff turnover, this is your slideshow.

1. Grow My Agency
and reduce staff turnover fast - a case study
How to

2. CASE STUDY –
GROWING PAINS
FOR SMALL
BUSINESS

3. GROWING PAINS
CLIENT
ISSUE
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Business Growth and Contraction
Scenario:
After 5 years in operation this small business was
experiencing a number of challenges. It was in a cyclical
process of growth and contraction. It was unable to make
transition out of its current predicament and achieve the
first step in its big hairy audacious goal.
The internal cost to the business was high staff turnover
and extremely stretched employees doing multiple things
they weren’t originally employed to do. Confusion around
accountability was occurring within the leadership team
which was impacting the workflow, processes and approval
of client work.

4. GROWING PAINS
GAP
ANALYSIS
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Business Review Required
We conducted our workflow assessment survey and one on one
interviews with the entire business to review:
• How they did their work
• The processes for transitioning work across business units
• The customer journey inside the business
• Job descriptions and capability strengths
• Systems functionality
• Project management practices
• Sales process
The company had become very internally focused without the
appropriate structure, as a result the sales function had
disappeared, the customer journey was confusing and silos had
developed in an a business with less than 20 people.

5. GROWING PAINS
APPLIED
SOLUTIONSix
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Organisational Restructuring
We developed a range of organisational charts based on workflow
and a cohesive customer journey. Key to the workflow redesign
was to optimise the resources within the business and identify the
new resource requirements.
We reassessed the senior leadership roles and responsibilities
and conducted a half day offsite to clearly define who did what in
the business.
We mapped the process for the two key components of the
business – the sales process and project execution.
We defined each phase of project execution, developing a common
language and process across the business units.

6. GROWING PAINS
RESULT
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Maximised Workflow & Resources The owner of the business realised that his strategy execution
was restricting the company’s functionality which in turn
contributed to the cyclical issue of growth and contraction.
An organisational chart was refined and approved with clear
reporting lines. Leadership job descriptions were updated and
implemented.
A complete end to end customer journey process was
implemented ensuring a smooth transition from the sales
function to the project management function.
Employees now have a clear process for their workflow along
with clarity in the responsibilities of the leadership team.

7. GROWING PAINS
CLIENT
TESTIMONIAL
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Dan Ratner, UBERBRAND
“I engaged Navig8 when I commenced Uberbrand
to assist in pipeline development 5 years ago. I re-
engaged them recently to assist in the next stage
growth strategy for my business. Navig8 challenged
the way I was approaching my business – creating
distinct business units. Through their insights I can
see how this approach was premature for the
business and creating workflow and process
functional issues. They have realigned my workflow
through the development of a new organisational
chart which now has an end to end cohesive
customer journey through my business. They have
mapped my business activities which means we
have a clear picture of how they interact and we
are now developing cross-functional teams for
efficiency of output. “

8. GROWING PAINS
FOOD
FOR
THOUGHT
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Organisational Design
As companies strive to become more agile and customer-
focused, organisations are shifting their structures from
traditional, functional models toward interconnected,
flexible teams.
92%
HR EXECUTIVES
GLOBALLY RATE OD
AS A TOP PRIORITY
88%
ORGANISATIONS DON’T
UNDERSTAND THE WAY THEIR
PEOPLE WORK TOGETHER
79%
FEEL THEY AREN’T EXPERT
ENOUGH TO BUILD CROSS
FUNCTIONAL TEAMS
New organisational models is on the rise
1 2 3

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