REYES HOLDINGS, REYES COCA-COLA BOTTLING, PET TERRA SYSTEMS & RYAN COMPANIES

Challenges / Opportunities

In a high-stakes project, backed by a half-billion-dollar investment aimed at launching a new bottling facility by Q4 2026, the team faces opportunities to improve communication, decision-making, scope management, and budget control. To tackle these challenges effectively, as the teams move from “design” to “execution”, there’s a need to implement clear communication protocols, enhance meeting management and decision-making processes, and cultivate alignment among key stakeholders.

Recommendations

• To get aligned on what success looks like.
• To operate as a single team.
• To improve communication thereby reducing conflict and delays.
• To develop commitments for how best to work together to insure we meet our goals.
• To make our meetings more efficient, meaningful
• To have fun.

Implementations

Pre-work: Interview key leaders, design two-day event

Two-day agenda

• Setting the tone: Setting expectations, social agility
• Assessing:  Pre-mortem
• Envisioning:  Defining success, Meeting management
• Charting our course: Road mapping, building sustainable momentum

Results

Key team development strategies:

Creating a single team identity

• Name all the members from all companies in the project: The Rancho Reimagined Team
• Developed a graphical model or logo
• Create a charter for the team that would include final versions of the work created during the Chicago event: What does success look like, what will success feel like, our guiding principles (influence by our attitude and energy exercises.
• Created and distribute SWAG to team members.
• Created and distribute signage for offices and job sites.

Meeting management

• Audited meetings for their effectives and determine where improvement could be made
• Measured the cost of each meeting based on participant evaluation of the meeting’s value against their hourly wage equivalent. “People behave in the areas in which they are measured”.
• Determined the kind of structure is needed for each meeting: Daily check in,
  Operational, Strategic, etc.
• Developed Standard Operating Procedures (SOPs) for each meeting: before, during and after. Some ideas to consider come from the output from the Chicago event.

Communication principles:

• Created guiding principles that define the communities needed to make for effective communication in one on one, team and virtual interactions.

Decision making principles.

• Made sure they decided (and inform everyone) on how decisions are to be made. The 1 – 5 Conversations for Consensus model is a good tool to consider. But others might include the final decision is made by the Subject Matter Expert (SME), the leader or the person representing the group most effected.