MSME Growth Transition: Mozambique Agro Processing Unit

Background

An agro-processing unit in Mozambique employed 120+ workers to handle raw produce and supply packaged goods to local markets. The business had already moved past basic processes—purchase, production, and sales were documented. Yet, performance was inconsistent. Productivity varied day-to-day, attrition was high, and leadership had no visibility on actual efficiency.

---

Problem

• Processes were in place, but they were manual and slow.
• Managers relied on paper records and verbal updates.
• No dashboards or real-time tracking—leadership got delayed or incomplete information.
• Worker morale was low; attrition rates were rising.

Classic Level 3: Process-Driven but not System-Driven. The business had processes but lacked visibility and accountability at scale.

Solution (90-Day Growth Engagement)

Handed over templates and reporting tools to leadership.

Stage-Specific Audit → Exposed the lack of monitoring tools and accountability gaps in execution.

Business Growth Report (BGR): Provided clarity on risks of relying on manual systems.

90-Day Growth Plan → Designed to move from Process-Driven to System-Driven.

Implementation Support →

Introduced accountability dashboards for production, attendance, and output.

Digitized reporting formats for SPOC-driven data collection.

Created SOPs for manager reviews and escalations.

---

Outcome

• Attrition reduced by 50% as roles and accountability became clearer.
• Worker output improved by 30% with real-time visibility and data-driven reviews.

Leadership gained a dashboard-driven view of the entire operation.

---

Key Takeaway

Processes without systems are like walls without a roof—incomplete and fragile.
Moving from process-driven to system-driven ensures that data, dashboards, and discipline replace guesswork.

What gets measured gets improved. What gets ignored gets repeated.