The problem was clear: lack of clarity.
“We were chaotic, and we needed organizational discipline to define who we are,” says Wuethrich.
“We had trouble with people’s roles, starting when I acquired a business five years ago. The gentleman who owned that business and I were both used to being the boss. How are we going to define who does what?”
Aliniti was a great fit.
“We did an interview with Bill Ratterman (Aliniti’s President) and he had us at hello—his team is very gifted,” Wuethrich says. “The most important thing they did is to define the position first. If we had had our way, we would have told them our problems and they would build a position. Instead, they ask, ‘What is the position that you need?’ They order your thinking and make you think about why you have the position and whether you even need it.”
The payoff has been big.
“The greatest benefit was building our own identity. Also, the increased production and growing in the same direction. That was invaluable.” – Ken Wuethrich, Managing Director, Engs Commercial Finance Co., Industrial Equipment Division (formerly Connext).
The performance reviews have been a big help.
“The ongoing performance reviews make it work,” Wuethrich says. “We started to do performance reviews every four months. We set three initiatives for that employee for the next four months. That process disciplines the manager and the employee to think about what role that employee is doing.”
Connext now recommends Aliniti to others.
“I’m a big fan of Aliniti’s and I’m hoping we can get our new partners to work with them,” says Wuethrich. “They are a great resource for any company who is trying to align their organization and growth plan.”