Implementing a new business model
At DSGi several years of rapid growth by acquisition had left the group with a collection of separate businesses with many suppliers in common but no consistent processes: as a result, the business was missing out on opportunities to leverage its new found scale.
According to DSGi’s Keith Evans, “Our key objective is to bring all our back office operations into line. We’re introducing a brand new operating model that will not only make us much more efficient right now, but will also give us a firm foundation for further expansion in future.”
“The thing about Change Management Group is that they don’t feel like consultants. They’ve absorbed themselves thoroughly into the business, and the extremely high levels of experience and professionalism that the individual consultants bring to the table have won them instant respect. And they’re scrupulous about client confidentiality: they demonstrate that on a daily basis and it makes us feel very secure, commercially speaking.”
Change Management Group put together a team of consultants with a range of specialised retail experience to complement DSGi’s in-house capabilities.
By optimising stock availability, we were able to deliver quantifiable efficiency savings for DSGi. We worked hard on systems but also on defining roles and responsibilities to make sure the right people and the right skills are in place.
“It’s powerful to be able to deal with the clients from a level of real, practical experience. At Change Management Group, we try to take a collegiate approach: we’re working to build change from within the business, not to impose it from outside.”
For Keith Evans, there’s no question that the change programme is delivering lasting value.
“You know the old saying about consultants: they borrow your watch to tell you the time? Well, Change Management Group simply aren’t like that. They are leaving us with a real legacy in terms of the capability to do this sort of process-building ourselves in future.”