REBUILDING "SUCCESS CULTURE" AT A FAST FOOD CHAIN

By ROBERT A. JACOBSON

      For nearly 40 years, a mid-western United States restaurant chain with more than 50 locations was run as a highly successful business in the family-style management of its founder. But when executives of the successor generation almost doubled the organization's size by acquiring 40 more stores, company profits declined.

     The acquired stores were in much worse shape than expected and, most important, the management that came along with the acquisition had been accustomed to a corporate organization, very different from family business practices.

     At this point a productivity firm was called in. The firm with a record of implementing change in organizations, generates cost savings and profit improvements for its clients, particularly through behavioral change, motivation and process improvement. If there seems to be an opportunity for significant improvements within a company, the firm sends a team of analysts and productivity engineers into the organization at its own cost.

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