Maplin Electronics
Acorn’s Team Development Approach Plays a Key Role in Maplin’s Financial Success
Maplin Electronics is a rapidly expanding retailer of electronic equipment operating through mail order and stores.
An article in the Times business section reported in 2004: 'Valued at £240 million the value of holdings has increased six fold since 2001”. The business was recently sold to Montagu Private Equity, a source close Montagu said it was keen to buy Maplin because of the strong management team." Prior to these events Maplin identified a number of key training factors that would underpin and sustain the success of the business.
Acorn was asked to design a programme of coaching and training that would develop the senior management team, influence culture of the business with the aim of improving business performance and sustaining the development of the business.
The Acorn Approach
Acorn realised that to achieve the objectives the training would have to be sustainable. We designed a programme that would arm key personnel with the skills and knowledge that enabled them to cascade learning throughout Maplin and to continue to work towards their objectives long after our involvement.
Acorn designed a straightforward three stage programme:
- Executive Management Team Development: A series of events designed to gain senior management ‘buy-in’ to developing a team ethos and the application of an agreed code of conduct
- Executive Management Coaching: Developing the coaching skills of key personnel to enable them to drive Maplin’s new initiatives
- Senior Team Coaching: Developing the training and coaching skills of the people who would introduce Maplin’s new initiatives in the workplace
Return on Investment
Feedback from Maplin’s Executive Team showed:
- Improved performance, through a commitment to training, has contributed to a record growth
- The training objectives have been reached and improved upon
- Sustainable training has contributed to an open and empowered management style that in turn has lead to a forward looking team and a culture of ‘continuous improvement’
