Case Study C on Managing Momentum
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CASE (7c): MANAGING MOMENTUM FOR DESIRED SYSTEMIC CHANGE AND IMPROVED PERFORMANCE To better manage more market actors as well as the churning of firms engaging, stopping and reengaging, the project instituted more structured guidelines on self-selection by ensuring all agreements were based on the market actors’ strategic interest as they aligned with the Project’s strategy. Since all the actors were essentially implementing their own strategies the project could more easily adjust support based on if the actor continued to invest in its own strategy or not. Eighteen months have passed since the first three agro-vets entered the program. It’s time to take stock: The project consistently has engaged with over 30 firms of the 50 potential serving the market. While there has been lots of churning – drop outs, re- entry, new entrants – there is a clear trend of more agro- vets adopting customer oriented strategies. A small percent (about 10%) of adopters have grown consistently investing in improved management and systems to manage their growth. An increasing percent (about 25%) of adopters -- despite their continued interest -- are having difficulty responding to and managing growth (eg . staff hiring and management, financial and inventory systems, and poor strategic relationships with their wholesalers.) TASK: Should the project investigate any adjustments in its offer? If yes, what and why? If no, why? Are there any other considerations the project should take into account? If yes, what should the project do to address the consideration?
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Transcript of Case Study C on Managing Momentum
CASE (7c): MANAGING MOMENTUM FOR DESIRED SYSTEMIC CHANGE AND IMPROVED PERFORMANCE
To better manage more market actors as well as the churning of firms engaging, stopping and reengaging, the project instituted more structured guidelines on self-selection by ensuring all agreements were based on the market actors’ strategic interest as they aligned with the Project’s strategy. Since all the actors were essentially implementing their own strategies the project could more easily adjust support based on if the actor continued to invest in its own strategy or not.
Eighteen months have passed since the first three agro-vets entered the program. It’s time to take stock: The project consistently has engaged with over 30 firms of the 50 potential
serving the market. While there has been lots of churning – drop outs, re-entry, new entrants – there
is a clear trend of more agro-vets adopting customer oriented strategies. A small percent (about 10%) of adopters have grown consistently investing in
improved management and systems to manage their growth. An increasing percent (about 25%) of adopters -- despite their continued interest
-- are having difficulty responding to and managing growth (eg . staff hiring and management, financial and inventory systems, and poor strategic relationships with their wholesalers.)
TASK: Should the project investigate any adjustments in its offer? If yes, what and why? If no, why? Are there any other considerations the project should take into account? If yes, what should the project do to address the consideration?
