CASE STUDY: TWO$-$CITY ENGINEERING COMPANY

XYZ Engineering Services decided to expand its operations in two cities based on market needs. The company had made a lot of progress due to the unique product range that it offers and the invention of new product solutions compared to its competitors.

The CEO of the company, along with the management team, reviewed and analysed the current business plan for the financial viability including sales, budget, and code of practice needed for this new vision. The skills of the operators and other resources $($such as financial, human and physical$)$ currently available and required, the return on investment expected, the risk involved, the impact on internal and external stakeholders, the organisation culture that needs to be adapted, and the amount of marketing required were also discussed in the meeting.

After several rounds of discussions, they came up with a new business plan that will provide a road map towards this destination. The management also decided how the existing$/$new resources could be trained care of managing the new initiative, which meant that there could be some resistance to change.

A new communication plan was developed with the stakeholders$$ expectations, responsibilities of personnel involved, and the communication media to be used. This was then communicated to the strategy implementation team, the top managerial team and finally to all the employees and other stakeholders to make them well$-$aware of the timeframes and new roles and expectations.

Three leaders were identified from the top management to undergo specific training related to the new branch set$-$up$.$ They were, in turn, expected to train and nurture more people from their teams who are ready to work in the new branch. In this way, employees who were willing to work in the new branches obtained the benefit of receiving training irrespective of their performance. This made the transition successful for everyone and the XYZ company could retain their market space with new developments and expansion.

What do you think XYZ organisation should have analysed from the previous performance data, before deciding to expand its operations?

Describe the factors to be included in the business plan of the organization.

How can XYZ ensure that they have sufficient skilled labour for their existing and new branches?

to take care of managing the new initiative, which meant that there could be some resistance to change.

A new communication plan was developed with the stakeholders$$ expectations, responsibilities of personnel involved, and the communication media to be used. This was then communicated to the strategy implementation team, the top managerial team and finally to all the employees and other stakeholders to make them well$-$aware of the timeframes and new roles and expectations.

Three leaders were identified from the top management to undergo specific training related to the new branch set$-$up$.$ They were, in turn, expected to train and nurture more people from their teams who are ready to work in the new branch. In this way, employees who were willing to work in the new branches obtained the benefit of receiving training irrespective of their performance. This made the transition successful for everyone and the XYZ company could retain their market space with new developments and expansion.

What do you think XYZ organisation should have analysed from the previous performance data, before deciding to expand its operations?

Describe the factors to be included in the business plan of the organization.

How can XYZ ensure that they have sufficient skilled labour for their existing and new branches?