Mind the Gap: Closing the Strategy-Execution Gap, Designing a Competency Framework for Sales Operations at PT LTI Indonesia
DOI:
https://doi.org/10.25134/ijsm.v9i2.151Keywords:
competency framework, strategy-execution gap, BARS, training needs analysis, retail operationsAbstract
This study investigates the strategy-execution gap within PT LTI's Sales Operations team in Indonesia, manifested in annual attrition above 20%, employee engagement of 68/100 (11 points below global benchmark), and persistent inconsistency in store performance. Despite PT LTI paying 1.4–1.8 times the market rate for equivalent roles, these problems persist, ruling out compensation as the primary driver. A qualitative-primary, quantitative-supplementary research design was adopted, applying fishbone root cause analysis, thematic analysis of semi-structured interviews, and a pilot Behaviorally Anchored Rating Scale (BARS) assessment of 116 Sales Operations employees. The study proposes a hybrid competency framework integrating top-down organizational competency identification with behavioral anchoring principles. The resulting Development Matrix, with four tiers across eleven competencies at three role levels, was piloted across 99 Store Managers and 17 District Managers, producing 4.3% high, 83.6% medium, and 12.1% low performers. Analytical Thinking (mean 60.3%, gap −14.7 pts) and People Development (63.3%, −11.7 pts) are the most critical gaps. A management-validated Operations Manager-first implementation cascade, supported by ADKAR change management and a 12-month 70:20:10 training roadmap, operationalizes the findings
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