Golf Dondurma - Executive of the Year
Company: Golf Dondurma, Istanbul, Turkey
Company Description: Golf Dondurma started production in 2003 with a 10-million-liter capacity at the Bursa plant.Today it is a giant producer, with plants in Bursa and Kahramanmara? and a 113-million-liter production capacity. Our goal is to offer new and innovative products to consumers of all ages and make it their favorite food. We provide our consumers with ice creams containing real yogurt, real fruit sorbet.
Nomination Category: Management Categories
Nomination Sub Category: Executive of the Year - Food & Beverage
Nomination Title: Ergün Akkaya, CEO
Tell the story about what this nominated executive has achieved since 1 January 2016 (up to 650 words). Describe the impact he or she has had on your organization. Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms.
How did we upgrade the management infrastructure of GOLF Ice Cream?
In the first stage of our re-organization we decided to launch a project with the title of “Building strategies and Management by Objectives”. 3 project groups were formed to run this project: Top Management Group, Strategic Management Group and Project Operation Group.
Our project’s first step was to establish the organizational strategies covering the period of 2016-2018. All the groups representing all levels and functions of GOLF Ice Cream took part in this step. In the end of this step, we agreed on 15 organizational strategies which will guide us till the end of 2018. In the second step, organizational strategies were cascaded down to “strategic targets”. In a 2-day workshop, all the strategic targets were discussed one by one, clarifying the percentages of ownership of the target by the related departments. As a third step, all department heads converted the assigned strategic targets into individual and group KPIs. Simultaneously with this project, HR department revised and finalized the Performance Evaluation System with which all KPIs were integrated. In the meantime, we have also finished adaptation of SAP software which supports our Performance Evaluation System to run more accurately and faster.
We revised all our strategies and KPIs with a check-up mechanism designed under the name of QBR (Quarterly Business Review). The corrective actions decided in QBR meetings has been keeping our strategies up-to-date and in line with our strategic targets. Additionally, two general revision meetings are being organized every year to revise all our organizational strategies. Another important factor we focus in QBR meetings is the “budget”. We are very sensitive in staying in the limits of our budget assigned for each strategic target. Quarterly and annually “development report” is being prepared and shared by all departments regarding the “strengths” and “development areas” of individuals and departments by using the facts shared in QBR meetings.
To catalyze change and transition management, more than half of all managers were replaced during the last 2 years. Intellectual asset of the company has been improved by hiring candidates with high expertise and field experience. For the white-collar newcomers, a 10-day orientation training has been designed covering sales and production processes. A 3-day “Leadership Development Program” was designed and delivered for all mid-level managers. This program focused mainly on the organizational core competencies and values. New training courses were also designed under the name of “Sales Academy” and “Production Academy”. Another training with the title of “Conductor” was designed and delivered for white and blue-collar employees working in the factory, which focuses on “doing things in the right way” by fallowing procedures. Also, for the sales team, a training program was designed and delivered on the field aiming to find more valuable customers. The sales team’s structure is re-designed as “Pull” and “Push” teams and they are equipped with new lap-tops helping them to track the job flow in a more effective way.
A new competency-based hiring procedure was designed for selection and placement of blue-collar employees. 25% of the managerial layers has been downsized in order to speed up the procedures of supply chain.
3 key processes have been selected to re-design completely during a 2-day workshop with the attendance of managers and key employees.
To make use of the creative potential of all employees and managers, a platform has been designed with the name of “Fikir Külahi” to encourage them to come with innovative ideas which forms one of the organizational strategies.
In bullet-list form, briefly summarize up to ten (10) of the chief accomplishments of this nominated executive since the beginning of 2016.
-Won “the International Taste & Quality Institute’s Superior Taste Award in 2016” and “Voted Product Of The Year in 2017”
-10% of 2016 revenues from new products; 59% from improved products (taste and/or packaging design)
-Savings of c. 17 million TL achieved through overall efficiency studies
-Better maintenance plan for the facilities: 8% energy saving and less rework ratio
-Increased ingredient quality resulting in decreased customer complaints: 15% less complaints in 2016
-Increased efficiency in raw material use, better product mix management: 15% saving in production costs
-Marasim:Turkey’s only packaged ice-cream produced in Maras, the city whose name is synonymous with ice-cream in Turkey
-Professional management team with longstanding track record in food and FMCG sectors, On average c. 20+ years of food sector experience among the top management
-11% net sales and 37% EBITDA growth realized in 2016
-Launch of differentiated products from the competitor Choxx, Yogo