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Case Study C on Managing Momentum
The project instituted structured guidelines to better manage the many market actors and changing level of engagement over time. By basing agreements on actors' strategic interests aligned with project strategy, the project could adjust support based on actors continuing to invest in their strategies. An update is provided: most potential actors have engaged at some point, and there is more adoption of customer-oriented strategies among agro-vets, though 10% have grown consistently and 25% are struggling to manage growth issues like staffing and financial systems. The document asks if any adjustments to the project's offer should be investigated, and if so, what and why, or if not, why not, and requests consideration of any other factors for the project.
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Case Study C on Managing Momentum
- 1. CASE (7c): MANAGINGMOMENTUM FOR DESIRED SYSTEMIC CHANGE AND IMPROVED PERFORMANCE To better manage more market actors as well as the churning of firms engaging, stopping and reengaging, the project instituted more structured guidelines on selfselection by ensuring all agreements were based on the market actors’ strategic interest as they aligned with the Project’s strategy. Since all the actors were essentially implementing their own strategies the project could more easily adjust support based on if the actor continued to invest in its own strategy or not. Eighteen months have passed since the first three agro-vets entered the program. It’s time to take stock: The projectconsistently has engaged with over 30 firms of the 50 potential serving the market. While there has been lots of churning – drop outs, re-entry, new entrants –there is a clear trend of more agro-vets adopting customer oriented strategies. A small percent (about 10%) of adopters have grown consistently investing in improved management and systems to manage their growth. An increasing percent (about 25%) of adopters --despite their continued interest - are having difficulty responding to and managing growth (eg.staff hiring and management, financial and inventory systems, and poor strategic relationships with their wholesalers.) TASK: Should the project investigate any adjustments in its offer? If yes, what and why? If no, why? Are there any other considerations the project should take into account? If yes, what should the project do to address the consideration?