Case study
From operational enhancement to tripling net profit.
Upon acquiring Clockwork (previously Mytec) in 2006, the new owners recognized the potential for improving operational efficiencies, capturing a larger market share in the printing sector, and fostering a cohesive team culture. They aimed to reduce the business's dependency on their involvement and had an ambitious goal to triple its net profit.
Acuity's first step was to instate an efficient functional business structure and magnify operational efficacy. They facilitated the development and incorporation of a fresh organizational culture rooted in defined values and behaviours. Through an annual review, a strategic planning procedure was set in place, which eventually led to the decision of rebranding the company. Additionally, a profit incentive scheme was launched for senior members, and they participated in Acuity's Mindful Leadership Program to sharpen their leadership capabilities and self-awareness.
Clockwork witnessed substantial improvements in both operational aspects and company culture. With the tools and training provided, the leadership began understanding their colleagues better, making delegation more efficient, and enhancing their client management. These transformations not only boosted the company's bottom line but also set them on a path to achieve their goal of tripling their net profit.
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