National Paper Product Company- NAPCO, KSA and Middle East

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Client: National Paper Product Company
Industry: Manufacturing

Responsibilities

The Organization

Napco National employs over 5,000 people across Saudi Arabia and the rest of the GCC and has grown into becoming a leading manufacturer of Plastic and Paper Packaging Solutions, Recycled Resins, Corrugated Packaging Products, Consumer Products and Business-to-Business (B2B) solutions. In addition, the company also became an expert in post industrial and commercial plastic

The Challenge

NAPCO was in the middle of a major transformation project entailing business expansion and strategic restructuring to prepare the company for the 5-year Strategic Plan. The restructuring encompassed an enormously ambitious leap in revenues from $450 Million to $2.5 Billion.

Executives knew that to reach this goal, they need to inspire and motivate every employee, from the top down, so that each individual and team builds their own paths for getting to $2 Billion. The EVP realized the need to make sure that the company has the right culture in place to support the ambitious expansion.

Responsibilities

Solution

Grid International was invited to enable this cultural paradigm shift. The project was planned to be completed in one year including implementation and follow up. From EVP down to Manager level were directly engaged in the culture change journey, totaling 180 people plus reporting teams.

Responsibilities

Results

Six months after commencing the project, the following results were recorded:

  •  Monthly losses of around $1.5 Million reduced
  • Marketing and Sales differences resolved with long-standing ‘silo thinking’ replaced by much higher mutual trust and collaboration
  • Micro-management by EVP replaced by higher trust, system transparency and mutual accountability
  •  Vastly improved accountability and commitment within the executive team, across teams and between departments
  •  Communication and cooperation improvements with a drop in emails of 60%, replaced by direct face-to-face conversations and productive team dialogue
  • Faster and better-quality team decision-making
  • Higher level of trust among all team members and the EVP
  • 25% increase in sales within just a few months of culture project commencement
  •  Departments for the first time coming to senior management with common proposals and joint solutions to existing operational problems.

Responsibilities

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