a,b,c,d,e,f,g,h,i,k,l,m : has to be worked (answer in brief)

j: has been worked (transition plan) Smeet Pravin Kotian


Business Name: Coles Supermarkets Pvt Ltd

Prepared by: Smeet Pravin Kotian
DAN: 4665

Table of Contents

Overview of the Business ____

a. Critical Organizational Systems/ Processes ____

b. Performance Analysis of the Critical Systems/Processes ____

c. Market Trend Analysis ____

d. Specialist Consultation ____

e. Need for Implementing Innovation System ____

f. Developing Learning and Create a Culture of Innovation ____

g. Reward and Recognition System for Innovation ____

h. Comparative Report ____

i. Idea Management and Culling Process ____

j. Transition Plan ____

k. Risk Assessment ____

l. Issues and Lesson Learnt ____

m. Communication to Key Stakeholders ____

Appendix ____


Overview of the Business

Coles is a major Australian retailer with over 2,500 stores across the country.

Coles makes Australians’ lives easier by providing quality, value, and service. Every week, we execute over 20 million client transactions and provide items from tens of thousands of farmers and suppliers.

a. Critical Organizational Systems/ Processes

(Determine those organizational systems and processes most critical to its success. Determine also, the performance standard required of the critical system/s or processes and any appropriate benchmarks or benchmarking opportunities.
Standards are typically expressed quantitatively (in terms of numbers) to ensure that performance expectations are clear and easily measured. Quantitative standards are usually expressed in terms of one or a combination of the following dimensions:
• Physical or productivity – quantities of products/services, numbers of customers/clients, etc
• Budget or Monetary – ROI, break-even point, liquidity, labour costs, materials costs, sales revenue, gross profit, etc
• Time – scheduling, critical path timeframe, process time, waiting time (queuing), etc
Qualitative (subjective) standards also play an important role although performance is much harder to measure. These may include ‘qualified’ personnel, ‘team players’, ‘appropriate dress’, ‘satisfaction’, ‘expectations’, and the like. Determine also whether these are reflected in the organisation’s strategic or department/unit business plans. If you don’t have easy direct access to an organisation, interview a manager in an organisation you know.)

b. Performance Analysis of the Critical Systems/Processes

(Use the appropriate assessment tools and associated benchmarks to analyse the performance of all critical processes within the supply or value chain of one organisational sub-system (ie, Marketing, Finance, HR, Operations, Procurement, etc). Describe the processes and discuss your own process of analysis in undertaking this task. Was performance variation identified? If positive variation (achieved/overachieved), is there a recognition mechanism used by the organisation to ensure motivation? If negative variation (under achievement), what corrective action is recommended to the organisation’s sub-system or its processes? How could innovation or continuous improvement be used to address variations and ensure efficiency and competitive advantage?)

c. Market Trend Analysis

(determine the changing macro and market trends that most affect it. Thinking of its
predicament, how could innovation be used as an opportunity to redesign or realign
systems/processes and gain competitive advantage where such environmental influences are
at play?)

d. Specialist Consultation

(Using the analysis of the performance of the organisation’s sub-system processes,
together with recommendations made, contact a specialist in order to identify whether there
is a technological or e-business opportunity. Provide some examples of opportunities in the
following memo field together with a summary of the costs and associated benefits and the
reasons for the opportunity.)

e. Need for Implementing Innovation System

(Based on the particular environmental factors at play, outline the need for the
implementation of an innovation system within the organisation.
The system is to encapsulate an ideas management process, linked to an appropriate reward
and recognition strategy that reflects the acceptance of risk informed failure (organisational
values). The innovation system is also to be linked to an appropriate change process. Your
paper needs to be motivating enough to instil a sense of urgency (as Kotter suggests) within
your readers and gain their commitment. To support this, you may like to include a section
on any impacting environmental and competitive forces.)

f. Developing Learning and Create a Culture of Innovation

(Discuss how you would advance the development of an organisational learning and a
creative climate/culture for the organisation? As part of your response, address the notion
of ’failure’ acceptance as critical within the innovation process.)

g. Reward and Recognition System for Innovation
(Research a couple of reward and recognition systems associated with innovative and
entrepreneurial organisations. How do they acknowledge new ideas and reward
entrepreneurial behaviour? Is there some commonality? Do cultural differences impact on
the type of system?)

h. Comparative Report

(Following a review of two core organisational processes, write a short comparative report
which includes the risk analyses and cost/benefit analyses together with recommendations
for action.)

i. Idea Management and Culling Process

(Document an ideas management and culling process appropriate to the organisation.
Using an appropriate presentation medium (i.e. Powerpoint, flowchart, diagrams, model,
text, etc), explain how the process works to a stakeholder group of your choice.)

j. Transition Plan

Purpose of the Transition Plan

1. Current situation

1.1. Culture

This company’s culture has always been one of complete regard for the opinions of its customers. The lone proprietor has been acting in the best interests of the customers. The sole proprietorship’s main company culture has been customer satisfaction..

1.2. Physical environment

The company only has one local location where it sells to customers directly. Operating a single shop was unavoidable because the only proprietor was operating alone. This was understandable given the minimal resources available to hire workers for the single business. As a result, expanding to several locations could have been more costly.

1.3. Structure

Because this was a sole partnership, all of the business’s affairs were overseen by one individual. All business decisions have been made solely by the owner. He has been in charge of purchasing, sales, finance, and other business-related tasks.

1.4. Job design

The job design has emphasised direct interaction with customers. The shop outlet has been run by the lone owner without a lot of accounting requirements. Because the shop sells real goods, there is a lot of consumer interaction. Physical inventory handling has also been high.

1.5. Skills

Persuasion and effective communication skills have been the most important talents. Smart communication, according to the lone entrepreneur, is a good approach to entice clients to come into the store and make genuine purchases (LUBIS, DALIMUNTHE ABSAH & FAWZEEA, 2021). Customers are extremely sensitive to shop attendant conversation, as a sole proprietor has discovered.

2 New situation

2.1. Culture

The business culture will change slightly. There will be a shift from a customer-oriented business as the business transitions from a single proprietorship to a partnership. To meet the needs of all stakeholders, the new culture will need to factor in both customers and partners. Proper state of balance will have to be maintained between customers and partners satisfaction. The new culture have to be sustainable to retain cust and meet partners needs.

2.2. Physical environment

A company will have to relocate to a different site. It will have to be transferred to a larger facility with a more strategic location for the shop outlet. The need to hire more people will inevitably arise as a result of the expansion. As the partnership business grows, each additional store will require at least one employee.

2.3. Structure

The structure of the company will also alter when it transitions from a single proprietorship to a partnership. As a result, decisions will be made following consultations with all stakeholders (Arief & Husodo, 2019). Because more collaboration will be required, a more formal business structure will be required. At the moment, functional business structure will be used. As the partnership expands, divisional business structure could be used.

2.4. Job design

To administer the new business, these partners will have to divide work positions and responsibilities. They will have to adopt a formal business management model. Official bookkeeping, formal marketing, and formal performance evaluation will all be in place. Between partners, there will be a division of labour. When it comes to employing employees, the new collaboration will have to deploy speciality.

2.5. Skills

This company will need to find abilities that the partners lack. One of the two mandatory employees will be in charge of accounting and inventory management. Purchases and supply personnel will be required. A professional in sales and marketing will be required by the new partnership.

3. Transition current to new

3.1. Culture

The solo proprietor must accept to sacrifice the current culture in order to make a successful cultural transformation. This will allow him, among other things, to ensure that they meet their aims of running the store as partners while also providing excellent customer service. In addition, new partners must avoid being self-centered. For all partners, a desire to learn and pursue interests will be unavoidable. Customers’ demands must be prioritised by partners. Customers must be satisfied before partners may be satisfied.

3.2. Physical environment

It will be beneficial to the new physical location if it is located on a busy thoroughfare. This will enhance the quantity of traffic in the store and, as a result, the number of sales. There should be a competent reconciliation system in place to integrate these stores’ various transactions. Inventory, sales, expenses, payroll, and liabilities, to name a few, are among them. Regardless of the number of outlets, the partnership must function as a single entity at the end of the day. As a result, document reconciliation is unavoidable.

3.3. Structure

There will be a centralised management structure. Partners will need to work together, but only one partner will be responsible for putting their decisions into action. Business activities will go smoothly if they are coordinated with the functional business structure. The concept of specialisation will not be strictly enforced. However, the division of labour shall be strictly adhered to. This is for the goal of maintaining a high level of professionalism in the collaboration.

3.4. Skills

There will be a need for a few professional staff to be hired. This will allow the relationship to be managed in a professional manner. Basic corporate communication skills will be required of all employees. The partnership must conduct an industry analysis to determine the abilities required to succeed in its business.

3.5. Employee motivation

It is necessary to pay employees on time in order to keep them motivated (Kuvaas Buch & Dysvik, 2018, August). This is to make them feel valued for their contributions to the collaboration. Employee leave will have to be considered. In addition, the partnership will have to provide a positive working environment for its personnel.

4. Transition schedule

Key Milestones




Identify key partners

Sole proprietor

12th November

16th November

Locate to a new place

All partners

17th November

2nd December

Employ relevant staff

General partner

3rd December

10th December

5. Communication issues

Raising funds will be a huge communication concern. There will also be a profit-sharing arrangement. There will also be a communication of job assignments and delegation of responsibilities. Communication about profit sharing and reinvestment will be crucial. Another important area of communication will be staffing, procurement, and marketing.

6. Communication strategy

Phone calls and general gatherings will be used to communicate. Once a week, strategic partners meetings will be held, but phone calls will be made as frequently as possible. Emails will be issued to partners informing them of upcoming meetings, and Zoom meetings will be held to catch up on brainstorming and other management initiatives. Presentations will be an efficient means of presenting ideas at physical gatherings.

7. Stakeholder group

All partners, customers, suppliers, and licencing regulatory agencies will be stakeholders in the change. The regulatory bodies of the government will have to be seen as necessary.

8. Communication milestones

Major Event




Starting partnership negotiations

All partners

11th November

15th November

Agreement to contribute capital

All Partners

16th November

18th November

Need for change of location

General partner

19th November

24th November

Securing new shop

All partners

25th November

30th November

k. Risk Assessment

(Identify key areas of risk in the implementation of your innovation and their effect on the
transition process.
Develop a contingency plan that encompasses all of the key areas of risk you identified. Your
plan should include the scenario, the trigger (date and/or condition) together with the action
that will be undertaken.)

l. Issues and Lesson Learnt

(Investigate and analyse an implementation failure. In the following memo field, briefly
document the innovation and the reason for failure together with the lessons to be learned.)

m. Communication to Key Stakeholders

(As a memo, and in no more than 200 words, write a communique to your key stakeholders
providing feedback on an implemented innovation and the benefits they will derive from it.
Include appropriate references to the idea generator, implementation process and the
project team)


Kuvaas, B., Buch, R., & Dysvik, A. (2018, August). Individual variable pay for performance, incentive effects, and employee motivation. In annual meeting of the Academy of Management, Chicago, USA.
LUBIS, A., DALIMUNTHE, R., ABSAH, Y., & FAWZEEA, B. K. (2021). The Effect of Corporate Communication and Service Quality on Customer Loyalty and Satisfaction in Sharia Banking. The Journal of Asian Finance, Economics and Business, 8(3), 1267-1274.
Arief, U., & Husodo, Z. A. (2019). Forging partnership through joint consultation committees. In Contemporary Issues on Business, Development and Islamic Economics in Indonesia (pp. 377-394). Nova Science Publishers, Inc..

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