Part Three- Interim Assignment

‘If it wasn’t for Daniel and Mark’s dedication and strength we would be in a much worse position.’

‘Daniel and Mark?’ I enquired.

‘Yes, Daniel Lockett the supply chain manager, and Mark Winters the Sales Director. Both stalwarts of the organization, they have kept the business going since the 6th of April. That was the day we went live. Known now as the black hole for this business.’

I sat back and observed Andrew as he spoke. There was something about him I did not care for, I couldn’t tell what it was yet but I would very much like to meet these two guys and get their views. Which I did.

Andrew continued.

‘Mark’s relationship with the customers is exemplary, but not even he can curtail the frustration any longer. We have Production and Planning starting a war on Sales. The lead Sales Manager is Julian and Production believe he’s interfering when he tries to change the Planner’s priorities, using Mark to override other managers. In reflection, we should have got more support into the plant sooner. That’s why you’re here.’

‘And Daniel?’ I enquired.

‘What a talisman for his people. He looks after supply chain and customer services. Well, not like there’s been much of that lately. From cradle to grave. Order to receipt. (OTR) His only nemesis is Scott Mullen.’

‘Scott Mullen?’

’Yes, the Manufacturing Manager. He’s dedicated, hardworking and I’d say loyal but what an attitude. Not a team player shall we say. I am thinking he needs to go, that he is part of the problem.’

‘Well, let’s just take a step back. Is that born out of frustration, do you think?’ I enquired.

‘Probably doesn’t help himself. I just don’t know about him, but he comes across as a total arsehole.’ He snarled and I inwardly winced at his raw aggression towards Scott.

I let him talk some more and he started to relax in my company. I always try to get people to open up a little but it can only be done if you are receptive and listening, not verbose and talking. Remember two ears, one mouth and use them in that proportion I always find. Listen twice as much than talking. Those who talk too much are hiding behind their own voice. Usually lack of self-confidence or worse … denial.

‘We had a General Manager here and, apart from Mark, everyone reported into. We use a matrix style of management. Are you familiar with that?’ he enquired.

Of course, I was, I rolled my eyes inwardly but kept a level expression. I was reluctant to tell him my personal views. From my experience, matrix management can work if the dotted line reports are specialist in their own field such as contract law, employment law, finance and technical support.

Unfortunately, we tend to give reporting lines into many matrix management structures and we end up wasting a lot of time replicating reports and duplicating emails to satisfy the matrix system and egos. Remember a horse never wins with two jockeys, let alone four or five!

‘Yes, I am familiar working within that structure.’ I placated.

‘Dylan the GM, well he had been here too long I guess. Never wanted to change and didn’t see the problems so we parted company.’

I remained pacified. There’re always two sides to a story I have found.

‘So, we are looking for an interim General Manager to steer the ship to a profitable position. Certainly, while we look to appoint someone permanent.’

‘I understand. Tell me why the implementation failed you think?’

I wanted to get an insight into Andrew’s viewpoint on the decisions made during the implementation.

‘Well’ he pondered. â€˜Group IT pushed the button. We were hapless bystanders and when it all went terribly wrong we were left with the problem. The IT Manager walked. You know how it is.’

I do, and I don’t. The IT Manager walked? 10 minutes ago he told me he was sacked Too easy to just blame IT (Information Technology) department. It was clear to me Andrew was part of the decision making and avoiding the proportionate blame. Was Andrew part of the solution or part of the problem? Only time would tell.

‘Has there been a business review of the implementation. Lessons learnt for the next time?’ I asked.

Andrew raised his eyebrows and exhaled air at the same time.

‘I can assure you the owners have told us there will never be a next time.’

Quite, but avoiding answering my question? Have lessons been learnt? The fact the Venture Capitalists were not prepared to implement or invest in a new ERP system again didn’t give way to understanding why the faults came about and to ensure they were never repeated.

Andrew continued on.

‘So, we have 240 people here at the plant. We turn over around ï¿¡35million sales. It was supposed to be ï¿¡41 million but customers have since left because of the IT issues.’ Again, blaming one aspect of the business, but I keep quiet, letting him carry on. â€˜The Plant is Unionized. Amicus being the protagonists, and they are demanding. Too demanding.’

It was interesting that the COO called the Union that and not partners? Having worked with many Unions who’s only interest is the welfare of its members and that of the company they work for. Again, I remain quiet, letting Andrew fill in the gaps, understanding what his issues are.

‘Funny Amicus is the name derived from the AEUW and MSF old unions brought together to form one. Ironically Amicus is an anagram for I Sac Um.’

Andrew laughed at his wit. I smiled graciously. It was becoming clear where part of the problem was.

‘The ebitda (earnings before income tax depreciation and accruals) is currently running at a negative. Was running around double digit before the IT problems.’

‘I see.’ That’s all I said, prompting and listening as he kept going round the story, never thinking of other root causes other than his own opinion.

It’s amazing when people in high positions love to hear the sound of their own voice as they think they are the oracle that must be listened to. The best leaders I have ever worked for have the most tremendous patience to listen, evaluate and then comment when all has been conveyed. It’s something I have tried to emulate throughout my career. It works.

‘The fiscal year is upon us. We have to submit a 2+ 10 forecast to the owners next week. We already behind and we are forecasting a loss of around ￡2 million pounds for the site unless we can pull it around.’

‘That’s a big ask’. I commented. ‘…in 10 months?’ A statement and a question.

‘We are through the worse now. Things are starting to slowly turn.’ Andrew reassured himself.

‘Good to know.’ I said supportively. It’s not fair to judge at this stage, although my gut told me otherwise.

Andrew paused. This was the time I was either going to get a quick exit with the obligatory “do you have any questions” or it was going to be a factory tour.

‘What size shoes do you take?’ Andrew asked.

‘Eights’ I replied.