Cavlent

CASE STUDY: Key Persons Mapping

- by Cavlent's Marketing and Communication Team
Case Study

The Context

Organization Profile

  • A local F&B group with approximately 120 employees, managing several restaurant and café brands in a major city.
  • Over the past 2 years, the company has grown rapidly, opening new outlets, and is preparing to expand into other cities.

Challenges Faced

  • The CEO still often has to step into operational details directly.
  • Several new outlets experienced delayed openings due to weak cross-division coordination.
  • Marketing campaigns have been launched, but execution has been inconsistent across outlets.
  • The owner continues to intervene in outlet operations because of limited trust in the team.
  • There are signs of role mismatch: individuals in certain positions are not always performing the roles as expected.

Management Expectations Before Cavlent Mapping

Management wanted to ensure whether the team structure was aligned with actual work roles through Cavlent Organization Mapping of 20 key persons.

  • C-Level → CEO focuses on strategic direction; COO oversees execution and outlet operations.
  • Director → Marketing drives creative promotion ideas; Finance ensures accuracy and financial control.
  • Manager → Operations ensures smooth shifts and SOPs; HR maintains engagement and recruitment.
  • Supervisor → Production/Kitchen safeguards menu standards and quality; Sales maintains relationships and promotion strategies on the ground.

Specific Expectation

  • CEO (individual no. 1) - Expected to be visionary, maintaining the overall expansion direction.
  • COO (individual no. 2) - Expected to be the driving force of execution and coordination across outlets.
  • Marketing Director (individual no. 6) Expected to be creative and a driver of promotional ideas.
  • Finance Director (individual no. 8) Expected to be objective and analytical.
  • Operations Manager (individual no. 11) - Expected to act as a disciplined shift supervisor.
  • HR Manager (individual no. 12) - Diharapkan menjaga budaya tim & engagement.
  • Production Supervisor (individual no. 17) - Expected to ensure consistent menu quality.
  • Sales Supervisor (individual no. 20) - Expected to design and drive promotional strategies on the ground.
Disclaimer
  • This report is not intended to place a permanent label on any individual, but rather as an initial dataset to identify potential, challenges, and structured development directions.
  • The data presented reflects current behavioral tendencies, which may change depending on context, experience, and work environment.
  • Transformation decisions should still take into account business objectives, company culture, financial conditions, and other external considerations.
  • Cavlent serves as an initial navigation tool, not the sole determinant of decision-making.
Reflective Question

A formal job title is not always the same as the actual work pattern. If this were your team, would your current business strategy still be relevant to the team's reality on the ground?

Mapping Analysis Report

About Cavlent

For decision-makers prioritizing speed and precision, Cavlent is a transformation navigator offering behavior-based team mapping. We identify soft skill mismatches and hidden risks in team dynamics through same-day insights, compared to traditional methods that are time-consuming and rely on manual processes.

For more information, contact:

  • Ayu / +62.851.8655.0077 (WA)
  • Afi / +62.852.1521.0077 (WA)
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