Bill Giesler has had to endure more change at Pedco E&A Services Inc. in the past five years than the company has had in its 30-year history. The climate of the current economy, the moves necessary to adapt to it, clients’ changing needs, and the start of retiring baby boomers has given the company a wake up call.
Giesler, Pedco’s owner and president, knew that with all this happening around the 84-employee design and consulting firm, business operations and the way leadership looked at the company had to change.
“We said, ‘Wait a minute. We’ve got to really change how we look at this business, how we manage the business, and how we lead the business,’” Giesler says. “In the last five years, this company has made a right turn from wherever we were headed; we deviated significantly from that path and really took control of our destiny as opposed to just floating down the river and going wherever it was taking us.”
That revelation and the ongoing changes inside and outside the business led the company to explore strategic planning.
“Our clients are changing in the downturn and they’re getting leaner and meaner and looking for quicker, better, cheaper ways of doing business, and we’ve really got to stay in alignment with where they are and what they’re doing,” Giesler says. “It really boils down to managing change. A lot of changes have been occurring over the last couple of years and just trying to stay in alignment with our clients on one side and then on the internal piece, we’ve got a lot of transitions occurring internally.”
The company had run itself tactically over the years and needed help making the transition to more strategic business and processes
“Over the last five years we’ve really opened ourselves up to bringing in outside experts and we brought them in for marketing, business development, HR, strategic planning, project management training and not just local experts but national experts as well,” he says. “What we’ve done is really tried to learn what the best practices are nationally and those that apply to us that we can use we grasp those and implemented those into our processes and how we look at the business.”
Trying to problem solve challenges internally was no longer garnering the best results. Giesler needed to strategize about how the company could improve for the future.
“You have to start off with strategic planning. … Think strategically and be open to using outside advisers and experts to understand best practices industrywide and utilize that,” he says. “The process that we went through recently is we discovered to a deeper level who we are. We developed six critical success factors to our business and we had really never thought of our business in those terms. Once you kind of focus on that you understand what drives what.”
Strategic planning is a great way to make your company nimble and adaptable to change. To get the most out of it you have to involve a team.
“You need to involve a cross-functional team in that process,” he says. “When we started out revisiting our process we were just going to use three or four of the very senior people to develop the plan. To have success at that strategic planning process and really get buy-in and then be able to implement it you need to involve a whole lot more people and it needs to be cross-functional. You need to reach out into every part of the organization that has an important role and involve somebody at some level in the process.”
HOW TO REACH: Pedco E&A Services Inc., (513) 782-4920 or www.pedcoea.com
Roll with the changes
As a result of a new strategic plan, Bill Gielser, president of Pedco E&A Services, kept pace with change by finding out more from the company’s clients.
“It’s really developing your critical success factors, action plans and priorities as a result of the strategic planning process,” he says. “You have to continue to have those high-level meetings on a periodic basis to make sure that you’re staying in alignment.”
Surveying and measuring customer satisfaction in some way shape or form is an important process.
“It really takes a lot of doubt out of how well you are doing,” Giesler says. “We also do an annual survey to understand what’s going right and what’s not and we look for themes. We’ve really implemented that strategy so that we stay close to them and that we’re looking at that and analyzing that and really setting goals based on that on an annual basis.”
Along with staying aligned with customers, it is critical that you continue to invest in your resources as much as possible.
“A lot of times the first thing to get cut in a recession is investing in training and development and I would really challenge people to do your utmost best to continue to invest in those things even though it’s a down economy,” he says. “That will pay dividends over and over and over as you move forward and as you come out of the down economy.”
