SlideShare une entreprise Scribd logo
1  sur  11
Patterns for Organizational Scaling – Massage Envy Franchisee
PREPARED BY
ME_AL, LLC
Laszlo Szalvay
+1.360.399.6545 (m)
Szalvay@gmail.com
Copyright 2017 ME_AL, LLC.
Company Overview
- We have about 180 employees across six
locations in Oregon.
- Today, The Company’s revenues are primarily
derived from monthly subscriptions.
- The Network’s Plan: build a skincare line of
business (retail and aesthetics) to compliment
the existing subscription massage business
line. Currently at 2% of total revenue, looking
to build this line of business to 8% of total
revenue over a 36 month period.
- Retention: we do better when our members
don’t cancel.
2
The Problem Statement
Massage Envy Franchising, LLC (MEF,
Franchisor) lacks an effective goto market for
new multi-unit Massage Envy Franchisees (MUF):
- Lack of consistent training / onboarding for MUFs.
- Lack of organizational patterns for scaling from one
location to multiple locations. “Roll your own”
strategies within the network amount to little more
than 1+1 +1 thinking.
- Roles are built horizontally, providing no
opportunities for career tracking, or growth for
tenured managers.
- No inherent economies of scale or efficiencies
when scaling around expenses, include franchising
fees, CapEx or OpEx
3
Our Approach
4
Our Approach – Org Design Changes, part one
- New Roles. Creating new roles and career tracking (e.g.
Director of Aesthetics, Director of Guest Services, Director of
Field Marketing) vs. “Business Manager #1, Business Manager
#2, Business Manager #3. Moving from 1 + 1 + 1  Horizontal
Roles to verticalizing across the entire business (not location
specific). This move feeds into systems thinking / Dan Pink
philosophy around employee engagement, purpose, mastery
and autonomy.
- CoreTeam. This is uplift of three front desk associates (FDAs)
per location. We split up the traditional managerial job duties
into three roles (Assistant Clinic Administrator, Member
Concierge, and assistant to the ACA and MC). We provide
identical binders to each location and create ‘daily checklists’
for each member of the core team.
- These two changes created immediate ‘career tracks.’
5
Our Approach – Org Design Changes, part two
- Elimination of location specific business managers. With an effective core
team and the rollout of verticalized specialists, we will be able to effectively
eliminate the horizonal business manager role or at least reduce it by 50-67%. One
business manager will now oversee two to three locations, because their job
responsibilities have been transferred to the core team. Their job effectively moves
into a quality control, and culture cheerleading role, not a ‘doer’ role. See:
https://en.wikipedia.org/wiki/PDCA
6
Our Approach – Social / Communication
- Moving from top-down ‘fear based’ culture to nourishment (aka Starbucks)
culture. We’re taking anxiety out of the system.
- Opening communication between locations and between employees.
Introduced Slack/snapchat as a mode of cross-organizational communication. As
a side effect, we’ve effectively eliminated internal emails.
- We recognize every single win on slack. Wins usually come in the form of new
member sign ups, but can also include personal wins.
- Measurement:
- Looking for signals of vulnerability as a means of validation around
connectedness. (see:
https://www.ted.com/talks/brene_brown_on_vulnerability/up-next)
- Community engagement from slack.com
7
Our Approach – Social / Communication
8
- Cool Channel
Names
- recognition
- Snap
Integration
- contests
New Organizational Design….
General Manager
DirectorofAesthetics&Retail
DirectorofGuestServices
Biz Mgr 02
Location
04 –
Assistant
Biz Mgr
Location
04 –
Member
Concierge
Location
04 –
Junior MC
Location
05 –
Assistant
Biz Mgr
Location
05 –
Member
Concierge
Location
05 Junior
MC
Location
06 –
Assistant
Biz Mgr
Location
06 –
Member
Concierge
Location
06 –
Junior MC
Biz Mgr 01
Location
01 --
Assistant
Biz Mgr
Location
01 --
Member
Concierge
Location
01 -
Junior MC
Location
02 –
Assistant
Biz Mgr
Location
02
Member
Concierge
Location
02 -
Junior MC
Location
03 –
Assistant
Biz Mgr
Location
03 –
Member
Concierge
Location
03 –
Junior MC
9
Our Approach – Meeting Cadences
- Maniacal focus on prioritization (and
reprioritization) between the Owner and General
Manager on a daily basis.
- Currently doing weekly standups (12 mins, 3
questions) across the entire company using
google hangouts. Need to get to daily’s.
- Bi-Monthly Mgrs meeting
- Monthly extended team meetings
10
Thanks!
+1.360.399.6545 (m)
11

Contenu connexe

Similaire à Organizational Design Scaling in Retail [Agile, Lean]

Creating Passion Driven Teams
Creating Passion Driven TeamsCreating Passion Driven Teams
Creating Passion Driven TeamsGMR Group
 
Success and failure in organization design
Success and failure in organization designSuccess and failure in organization design
Success and failure in organization designVijayBalaji14
 
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docx
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docxRunning head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docx
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docxwlynn1
 
Rspca Organisational Structure
Rspca Organisational StructureRspca Organisational Structure
Rspca Organisational StructureValerie Burroughs
 
private and public management.pdf
private and public management.pdfprivate and public management.pdf
private and public management.pdfsdfghj21
 
Latest Trends in Performance Management
Latest Trends in Performance Management Latest Trends in Performance Management
Latest Trends in Performance Management Manali Vyas
 
Success and failures in organization design s nitin paul williams - reg no r...
Success and failures in organization design  s nitin paul williams - reg no r...Success and failures in organization design  s nitin paul williams - reg no r...
Success and failures in organization design s nitin paul williams - reg no r...NITINPAULWILLIAMSS
 
Mel feller and coaching for success 360
Mel feller and coaching for success 360Mel feller and coaching for success 360
Mel feller and coaching for success 360Mel Feller
 
Performance Management project - LG.pptx
Performance Management project - LG.pptxPerformance Management project - LG.pptx
Performance Management project - LG.pptxhend205267
 
PeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfPeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfssuser1415bc
 
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...Slaying the Silos: Integrating Marketing and Change Management into All Aspec...
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...Ed Duffy
 
How to guide - selecting an organizational structure for marketing
How to guide - selecting an organizational structure for marketingHow to guide - selecting an organizational structure for marketing
How to guide - selecting an organizational structure for marketingDemand Metric
 
Alz Jan News
Alz Jan NewsAlz Jan News
Alz Jan NewsAlZink55
 
Design And Hermeneutic Phenomenology Research Paradigm Has...
Design And Hermeneutic Phenomenology Research Paradigm Has...Design And Hermeneutic Phenomenology Research Paradigm Has...
Design And Hermeneutic Phenomenology Research Paradigm Has...Heidi Perry
 
Skillscape_Introduction
Skillscape_IntroductionSkillscape_Introduction
Skillscape_Introductiongroverak
 

Similaire à Organizational Design Scaling in Retail [Agile, Lean] (20)

Creating Passion Driven Teams
Creating Passion Driven TeamsCreating Passion Driven Teams
Creating Passion Driven Teams
 
Success and failure in organization design
Success and failure in organization designSuccess and failure in organization design
Success and failure in organization design
 
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docx
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docxRunning head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docx
Running head MANAGING DONUT FRANCHISES1MANAGING DONUT FRANCHIS.docx
 
Rspca Organisational Structure
Rspca Organisational StructureRspca Organisational Structure
Rspca Organisational Structure
 
FOURSIS E-CORNER - EDITION-8 - OCTOBER
FOURSIS E-CORNER - EDITION-8 - OCTOBERFOURSIS E-CORNER - EDITION-8 - OCTOBER
FOURSIS E-CORNER - EDITION-8 - OCTOBER
 
HRM 500 Organizational Structure
HRM 500 Organizational StructureHRM 500 Organizational Structure
HRM 500 Organizational Structure
 
private and public management.pdf
private and public management.pdfprivate and public management.pdf
private and public management.pdf
 
Business Management Essay Topics
Business Management Essay TopicsBusiness Management Essay Topics
Business Management Essay Topics
 
Latest Trends in Performance Management
Latest Trends in Performance Management Latest Trends in Performance Management
Latest Trends in Performance Management
 
Success and failures in organization design s nitin paul williams - reg no r...
Success and failures in organization design  s nitin paul williams - reg no r...Success and failures in organization design  s nitin paul williams - reg no r...
Success and failures in organization design s nitin paul williams - reg no r...
 
Latest_Trends
Latest_TrendsLatest_Trends
Latest_Trends
 
Mel feller and coaching for success 360
Mel feller and coaching for success 360Mel feller and coaching for success 360
Mel feller and coaching for success 360
 
Performance Management project - LG.pptx
Performance Management project - LG.pptxPerformance Management project - LG.pptx
Performance Management project - LG.pptx
 
Lean Implementation .pdf
Lean Implementation  .pdfLean Implementation  .pdf
Lean Implementation .pdf
 
PeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdfPeopleStrong_TM Strategy Playbook.pdf
PeopleStrong_TM Strategy Playbook.pdf
 
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...Slaying the Silos: Integrating Marketing and Change Management into All Aspec...
Slaying the Silos: Integrating Marketing and Change Management into All Aspec...
 
How to guide - selecting an organizational structure for marketing
How to guide - selecting an organizational structure for marketingHow to guide - selecting an organizational structure for marketing
How to guide - selecting an organizational structure for marketing
 
Alz Jan News
Alz Jan NewsAlz Jan News
Alz Jan News
 
Design And Hermeneutic Phenomenology Research Paradigm Has...
Design And Hermeneutic Phenomenology Research Paradigm Has...Design And Hermeneutic Phenomenology Research Paradigm Has...
Design And Hermeneutic Phenomenology Research Paradigm Has...
 
Skillscape_Introduction
Skillscape_IntroductionSkillscape_Introduction
Skillscape_Introduction
 

Plus de Laszlo Szalvay

Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Laszlo Szalvay
 
Agile 2013: Pat Reed and I discussing Scrum and Compliance
Agile 2013: Pat Reed and I discussing Scrum and Compliance Agile 2013: Pat Reed and I discussing Scrum and Compliance
Agile 2013: Pat Reed and I discussing Scrum and Compliance Laszlo Szalvay
 
2013_OSCON_Innovation_Presentation
2013_OSCON_Innovation_Presentation2013_OSCON_Innovation_Presentation
2013_OSCON_Innovation_PresentationLaszlo Szalvay
 
Agile_and_Scrum_Feature_Game_2013
Agile_and_Scrum_Feature_Game_2013Agile_and_Scrum_Feature_Game_2013
Agile_and_Scrum_Feature_Game_2013Laszlo Szalvay
 
Scrum and Compliance for Scrum Gathering Vegas (2013)
Scrum and Compliance for Scrum Gathering Vegas (2013)Scrum and Compliance for Scrum Gathering Vegas (2013)
Scrum and Compliance for Scrum Gathering Vegas (2013)Laszlo Szalvay
 
Agile transformation longform
Agile transformation longformAgile transformation longform
Agile transformation longformLaszlo Szalvay
 
Scrum and Compliance for EclipseCon 2013
Scrum and Compliance for EclipseCon 2013Scrum and Compliance for EclipseCon 2013
Scrum and Compliance for EclipseCon 2013Laszlo Szalvay
 
Scrum and Compliance (2013)
Scrum and Compliance (2013)Scrum and Compliance (2013)
Scrum and Compliance (2013)Laszlo Szalvay
 
Introduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_ValuesIntroduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_ValuesLaszlo Szalvay
 
The Secret Sauce of Innovation - Japanese / Japan
The Secret Sauce of Innovation  - Japanese / Japan The Secret Sauce of Innovation  - Japanese / Japan
The Secret Sauce of Innovation - Japanese / Japan Laszlo Szalvay
 
The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform) The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform) Laszlo Szalvay
 
Agile 2012 Conference briefing deck for Analyst and Press
Agile 2012 Conference briefing deck for Analyst and Press Agile 2012 Conference briefing deck for Analyst and Press
Agile 2012 Conference briefing deck for Analyst and Press Laszlo Szalvay
 
Enterprise Cloud Development and Agile Transformation Strategy - China 2012
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Enterprise Cloud Development and Agile Transformation Strategy - China 2012
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Laszlo Szalvay
 
Making Scrum Stick Inside Heavy Regulated Industries (2012)
Making Scrum Stick Inside Heavy Regulated Industries (2012) Making Scrum Stick Inside Heavy Regulated Industries (2012)
Making Scrum Stick Inside Heavy Regulated Industries (2012) Laszlo Szalvay
 
Making Scrum Work Inside Small Businesses
Making Scrum Work Inside Small Businesses Making Scrum Work Inside Small Businesses
Making Scrum Work Inside Small Businesses Laszlo Szalvay
 
The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform) The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform) Laszlo Szalvay
 

Plus de Laszlo Szalvay (17)

Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...
Proposed Title Fear and Loathing in Agility: Long Live the Accounting Departm...
 
Agile 2013: Pat Reed and I discussing Scrum and Compliance
Agile 2013: Pat Reed and I discussing Scrum and Compliance Agile 2013: Pat Reed and I discussing Scrum and Compliance
Agile 2013: Pat Reed and I discussing Scrum and Compliance
 
2013_OSCON_Innovation_Presentation
2013_OSCON_Innovation_Presentation2013_OSCON_Innovation_Presentation
2013_OSCON_Innovation_Presentation
 
Agile_and_Scrum_Feature_Game_2013
Agile_and_Scrum_Feature_Game_2013Agile_and_Scrum_Feature_Game_2013
Agile_and_Scrum_Feature_Game_2013
 
Scrum and Compliance for Scrum Gathering Vegas (2013)
Scrum and Compliance for Scrum Gathering Vegas (2013)Scrum and Compliance for Scrum Gathering Vegas (2013)
Scrum and Compliance for Scrum Gathering Vegas (2013)
 
Agile transformation longform
Agile transformation longformAgile transformation longform
Agile transformation longform
 
Scrum and Compliance for EclipseCon 2013
Scrum and Compliance for EclipseCon 2013Scrum and Compliance for EclipseCon 2013
Scrum and Compliance for EclipseCon 2013
 
Scrum and Compliance (2013)
Scrum and Compliance (2013)Scrum and Compliance (2013)
Scrum and Compliance (2013)
 
Introduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_ValuesIntroduction_to_Scrum_Agile_Values
Introduction_to_Scrum_Agile_Values
 
The Secret Sauce of Innovation - Japanese / Japan
The Secret Sauce of Innovation  - Japanese / Japan The Secret Sauce of Innovation  - Japanese / Japan
The Secret Sauce of Innovation - Japanese / Japan
 
The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform) The Secret Sauce for Innovation (longform)
The Secret Sauce for Innovation (longform)
 
Agile 2012 Conference briefing deck for Analyst and Press
Agile 2012 Conference briefing deck for Analyst and Press Agile 2012 Conference briefing deck for Analyst and Press
Agile 2012 Conference briefing deck for Analyst and Press
 
Enterprise Cloud Development and Agile Transformation Strategy - China 2012
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Enterprise Cloud Development and Agile Transformation Strategy - China 2012
Enterprise Cloud Development and Agile Transformation Strategy - China 2012
 
Strategic Scrum
Strategic Scrum Strategic Scrum
Strategic Scrum
 
Making Scrum Stick Inside Heavy Regulated Industries (2012)
Making Scrum Stick Inside Heavy Regulated Industries (2012) Making Scrum Stick Inside Heavy Regulated Industries (2012)
Making Scrum Stick Inside Heavy Regulated Industries (2012)
 
Making Scrum Work Inside Small Businesses
Making Scrum Work Inside Small Businesses Making Scrum Work Inside Small Businesses
Making Scrum Work Inside Small Businesses
 
The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform) The Secret Sauce for Innovation (shortform)
The Secret Sauce for Innovation (shortform)
 

Dernier

MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 

Dernier (20)

MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 

Organizational Design Scaling in Retail [Agile, Lean]

  • 1. Patterns for Organizational Scaling – Massage Envy Franchisee PREPARED BY ME_AL, LLC Laszlo Szalvay +1.360.399.6545 (m) Szalvay@gmail.com Copyright 2017 ME_AL, LLC.
  • 2. Company Overview - We have about 180 employees across six locations in Oregon. - Today, The Company’s revenues are primarily derived from monthly subscriptions. - The Network’s Plan: build a skincare line of business (retail and aesthetics) to compliment the existing subscription massage business line. Currently at 2% of total revenue, looking to build this line of business to 8% of total revenue over a 36 month period. - Retention: we do better when our members don’t cancel. 2
  • 3. The Problem Statement Massage Envy Franchising, LLC (MEF, Franchisor) lacks an effective goto market for new multi-unit Massage Envy Franchisees (MUF): - Lack of consistent training / onboarding for MUFs. - Lack of organizational patterns for scaling from one location to multiple locations. “Roll your own” strategies within the network amount to little more than 1+1 +1 thinking. - Roles are built horizontally, providing no opportunities for career tracking, or growth for tenured managers. - No inherent economies of scale or efficiencies when scaling around expenses, include franchising fees, CapEx or OpEx 3
  • 5. Our Approach – Org Design Changes, part one - New Roles. Creating new roles and career tracking (e.g. Director of Aesthetics, Director of Guest Services, Director of Field Marketing) vs. “Business Manager #1, Business Manager #2, Business Manager #3. Moving from 1 + 1 + 1  Horizontal Roles to verticalizing across the entire business (not location specific). This move feeds into systems thinking / Dan Pink philosophy around employee engagement, purpose, mastery and autonomy. - CoreTeam. This is uplift of three front desk associates (FDAs) per location. We split up the traditional managerial job duties into three roles (Assistant Clinic Administrator, Member Concierge, and assistant to the ACA and MC). We provide identical binders to each location and create ‘daily checklists’ for each member of the core team. - These two changes created immediate ‘career tracks.’ 5
  • 6. Our Approach – Org Design Changes, part two - Elimination of location specific business managers. With an effective core team and the rollout of verticalized specialists, we will be able to effectively eliminate the horizonal business manager role or at least reduce it by 50-67%. One business manager will now oversee two to three locations, because their job responsibilities have been transferred to the core team. Their job effectively moves into a quality control, and culture cheerleading role, not a ‘doer’ role. See: https://en.wikipedia.org/wiki/PDCA 6
  • 7. Our Approach – Social / Communication - Moving from top-down ‘fear based’ culture to nourishment (aka Starbucks) culture. We’re taking anxiety out of the system. - Opening communication between locations and between employees. Introduced Slack/snapchat as a mode of cross-organizational communication. As a side effect, we’ve effectively eliminated internal emails. - We recognize every single win on slack. Wins usually come in the form of new member sign ups, but can also include personal wins. - Measurement: - Looking for signals of vulnerability as a means of validation around connectedness. (see: https://www.ted.com/talks/brene_brown_on_vulnerability/up-next) - Community engagement from slack.com 7
  • 8. Our Approach – Social / Communication 8 - Cool Channel Names - recognition - Snap Integration - contests
  • 9. New Organizational Design…. General Manager DirectorofAesthetics&Retail DirectorofGuestServices Biz Mgr 02 Location 04 – Assistant Biz Mgr Location 04 – Member Concierge Location 04 – Junior MC Location 05 – Assistant Biz Mgr Location 05 – Member Concierge Location 05 Junior MC Location 06 – Assistant Biz Mgr Location 06 – Member Concierge Location 06 – Junior MC Biz Mgr 01 Location 01 -- Assistant Biz Mgr Location 01 -- Member Concierge Location 01 - Junior MC Location 02 – Assistant Biz Mgr Location 02 Member Concierge Location 02 - Junior MC Location 03 – Assistant Biz Mgr Location 03 – Member Concierge Location 03 – Junior MC 9
  • 10. Our Approach – Meeting Cadences - Maniacal focus on prioritization (and reprioritization) between the Owner and General Manager on a daily basis. - Currently doing weekly standups (12 mins, 3 questions) across the entire company using google hangouts. Need to get to daily’s. - Bi-Monthly Mgrs meeting - Monthly extended team meetings 10