What was the challenge?
Our client, a famous UK retailer, was planning a fundamental transformation to win in a digital world and in the face of ongoing pressures on high-street retailers. The organisation aimed to do this through satisfying changing customer expectations and realising £100m worth of productivity savings at the same time.
Within their Retail Division, this required the introduction of a new shop operating model to create a fully integrated omni-channel retail offering. This required changes to systems, processes and working practices. The scale of the change was so great that it would impact all of their stores and their 25,000 workforce.
Moorhouse was engaged to work with the Retail change and communications manager to devise a change strategy for the new shop operating model. The strategy needed to ensure that changes stuck without damaging workforce morale, culture and the goodwill of their customers.
How did we help?
We conducted one-to-one interviews with their retail leadership, workforce representatives and central change management teams to develop the change strategy. The outcome was a strategy made up of change principles, approach and change management tools that was in complete alignment with the client’s existing delivery lifecycle and values. We also identified next steps to address gaps at an organisational and programme level to enable effective change management. The final strategy was presented and approved at a retail strategy day chaired by the client’s director of retail.
What was the impact?
Within a short period of time, we devised a change strategy that was approved by the business. It gave senior management and shop managers confidence that changes would be introduced and embedded in a way that was consistent with their culture, values and critically, aligned to how the business would need to interact differently with their customer base in the future.
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