Overview

A client we worked with are a mid-sized company that specialises in precast concrete products for
civil engineering and infrastructure projects. They had established operations and continuing
projects for over 12 years and had around 30 core staff and a pool of casual labour. The key reason
CPC was contacted was to address the causes of a plateauing of the business over the last 5 years.

Approach

We used our signature Roadmap and methodology to analyse the causes of the plateauing of the
business. Revenue was hitting a reasonable mark but had been stagnant. Costs were under control
and profit was reasonable. We then assessed the existing culture and found that the main problems
were; the company not having a fully developed and documented strategy, poor communication and
tracking of KPI’s, variable operational competency levels, and poor leadership capability. There were
many reasons for this and a quick prioritisation and following our proven CPC-F process, action plans
were put in place and fully supported by the MD and staff.

Result

Over the course of the ensuing year the company developed a fully documented strategy, resources
were reviewed and deployed according to planned actions and leadership capability development
was commenced. A year later and the company has ramped up in operational competency, and new
projects were soured. The leadership were more skilled and worked well as a team.

Conclusion

The Strategy was fully developed and understood by all via communication to all levels. The
company achieved a lift of 125% over the previous year. Retention rates of staff improved and this
underpinned operational competency. The business improved its profit and consolidated its projects
for the coming years. Strategy took precedence in terms of 12 month plans, quarterly and driven by
weekly monitoring and board level reporting on agreed KPI’s.