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Case Study

RIBBLE FUEL OILS

“As a customer service led company, we are always looking for ways to improve their experience with us. Working with nxo through this change process has been challenging at times but instrumental in bringing us together as a collective management team. Having now formed clear values, it has inspired us to become focused and driven towards achieving our goals together, forming better relationships within the organisation and also with our customers because we are now united in our thinking and behaviours.”

David HodgeManaging Director, Ribble Fuel Oils

COLLABORATIVE WORKING FUELS GROWTH

Ribble Fuel Oils was established in 1967 and was founded by Hermon Hodge. Over the past 50 years they have become one of the largest family owned Fuel and Lubricants suppliers in the Northwest; built on customer service and great value. It is now one of the top 20 Fuel distributors in the UK.

Working in partnership with leading accountancy practice MHA Moore and Smalley, nxo was invited to work with the senior and middle management in order to build on Ribble Fuel Oils 50-year legacy.

OPPORTUNITY FOR CHANGE

nxo challenge the way you think about your business by understanding the prevailing customs and practices within your business, then sharing our knowledge and experience to create real change and lasting impact by shaping those prevalent habits for the better.

Even with such a well-established and respected company Ribble Fuel Oils were not prepared to rest on their laurels. Continuous improvement is a byword for any progressive company and on that basis the senior management sought new areas for growth and development. The primary challenge that was identified here was to facilitate a shift from a siloed management style, where each department operated as an almost autonomous and fragmented unit; reflecting a style of management which was not in line with the growth ambitions of the company. The required management style needed to be fully aligned to the longer-term objectives of the company – this required greater focus on engagement and collaboration through open (and candid) communications, where shared/common goals were the primary focus. The outcome resulting in greater harmony and ultimately adding more value to the customer experience.

IMPACT FOR GROWTH

By gaining an understanding of the challenges each department head faced and encouraging open debate; where issues were raised in a non-threatening and respectful environment, the middle management moved from individual department owners and closer to collaborative management “team” member.

As collaborative team members, it has become possible to work effectively on common objectives, where solutions are sought for a broader benefit, rather than a single unit/department gain. To facilitate this change, the senior management team (directors) formed a clear and unambiguous set of core values which reflected the working style, or culture of the business. The formation of the core values will, over time, become a common language with which to address business challenges and to facilitate growth by removing restrictive behavioural barriers.

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