Presentation on theme: "In partnership with: An Introduction to our Retail Practice, 2015."— Presentation transcript:
In partnership with: An Introduction to our Retail Practice, 2015
2 We would love to introduce Q5 to you Experienced. Networked. Committed. Q5 is an innovative, award-winning consulting firm, that specialises in organisation change in Retail, Media, Financial Services and Infrastructure. Our exceptional consultants and project 'deliverers' are experts in Strategy, Organisation Design, Programme Management, Leadership Development and Change Management. Our clients, global top tier executives, commission Q5 to help their people "dare to dream", "transform", "think the unthinkable" and "deliver outstanding results" through an accelerated change process. These are their words. This is our world. We would love you to explore it. We bring a fresh approach and have the drive, determination and motivation to provide you with a great outcome. We would love to work with you. “Winner - Best New Consultancy” MCA Judging Panel, 2013 “The organisation insight we received has been instrumental in helping us to make some key business decisions. I wouldn't hesitate to call upon Q5 again‘’ Kevin Barrett, Director of Strategy and Store Formats, Sainsbury's “Q5 has been instrumental in helping us to transform the way we do things at the Guardian. I trust them: they are challenging but also sensitive to the creative culture of our organisation. I would not hesitate in recommending them. Alan Rusbridger Editor-in-Chief, the Guardian
3 Q5 Retail Value Chain Q5 is intimately involved in the Retail industry. Having worked across a number of markets and product sectors globally, our team of Retail specialists have become renowned for their delivery of considered, honest, expert advice, which ensures that our clients continue to move forward in this ever challenging environment. We understand the market The Retail market is continually evolving, consumer choice is expanding rapidly, platforms and channels are merging, and retailer strategies, structures, ways of working, formats and offerings are having to adapt, change and get ahead in order to stay relevant and have purpose. The era of customers being able to “choose any colour so long as it’s black” seems prehistoric. Instead, retailers must be proactive in their offerings in order optimise the market change. That being said, the fundamental principles of Retail remain true: Listen to your Customers Value your People Innovate Act with Integrity Build robust Operating Models and Processes Deliver for Owners & Share Holders Q5 has worked with an array Global Retail Brands on a host of challenges related to the below value chain:
9 Boots: Creating a Digital Workplace What was the challenge? As part of a wider transformation across its business, Boots had created a programme to digitise the workplace. This included providing a shared information portal and an Enterprise social media platform to allow their colleagues to collaborate across their functions. This was new territory and so they needed assistance with defining the benefits to the business of such a change and developing the programme plan to ensure success. What we did? We conducted a review of the programme, examining the Roadmap and timelines. From this we designed trials and made recommendations to ensure the programme would meet it agreed deadline From our workshops, we identified opportunities to improve the programme governance, redesigning the structure to provide better reporting and proper oversight from the senior leadership Working with IT and Finance, we created the Benefits Case, focusing on the transformative effect of digitisation on the organisation What was the outcome? A vision for the Digital Workplace Programme that guided the project team and could be fully communicated to its governance structure A Benefits Case that positively influenced the senior leadership, convincing them of the need to support the drive for a digital workplace A new Roadmap that synchronised rollout of various digital projects that before had existed in silos A fully supported Trials Plan, that would allow the business to both test the system and win support for its digital transformation The Project Team now had a far clearer direction and were able to secure investment and institute
10 Sainsbury’s: Clicks & Bricks Merchandising Restructure What was the challenge? Sainsbury’s were dissatisfied with the performance of their online general merchandise sales. Q5 were commissioned to provide a “fleet-of-foot” study of how other clicks & mortar General Merchandise retailers structured their merchandising teams to deliver their online proposition. What we did? Our benchmarking team worked with the Sainsbury’s strategy team to identify a number of comparative organisations. Q5 conducted data gathering from primary and secondary sources. The report focused on: Size of Buying & Merchandising functions (in FTEs and cost per annum) Size of Online team (in FTEs and cost per annum) Shape / configuration of team Governance structure Overall pros and cons of the different approaches What was the outcome? Our final report focused on 5 comparative organisations. The information was used by the Sainsbury’s board to help determine the most appropriate structure for the online general merchandising team (i.e. centralised ‘clicks & bricks’ vs stand alone ‘online’).
11 Post Office: ExCo Development What was the challenge? The Post Office have gone through significant change in recent years as they begin their journey of transformation to a self-funding, commercial organisation both organisationally but also in terms of new people joining the organisation. The CEO, Paula Vennells was keen as part of this journey to get her leadership team to work differently and more effectively. What we did? We developed a programme of leadership development sessions for the Executive Committee to help them think about themselves as role models in the business and to focus on ‘how they worked together’. The outcomes of the first two sessions were cascaded to the Top 50 by running a facilitated session with this group. Each session required preparation with the HR Director, CEO and individual Executive members. With our support, the ExCo worked together to build a shared understanding and approach to key areas including: The collective task of ExCo (The ExCo Job) – and associated accountabilities Diagnosis of current ExCo performance against the attributes of high performing executive teams. Identifying future opportunities for improvement Bringing the PO behaviours to life in the ExCo and beyond What was the outcome? An aligned executive committee that had begun to have the conversation about how to act as appropriate role models in the new Post Office world. An executive group who were beginning to work together in a different way.
12 lastminute.com: Embedding a new strategy What was the challenge? Q5 were called in to help a new CEO deliver a refreshed strategy to turn the business around. The challenge was to turn a fragmented, complex organisation into a focused and unified team that had clarity of purpose and operations. We were asked to make this happen by applying our expertise of organisational change and cultural engagement; and for our consulting style of partnership combined with constructive challenge. What we did? We worked in 3 phases to embed change throughout the organisation: Created unity and alignment with the Executive team. Worked with the Top 50 managers to define what needed to change and build ownership. Ensured all employees were clear on what they needed to do to differently and why, through a series of all-staff ‘People Power’ workshops. This was delivered alongside, and with, the lastminute.com employees, though interactive workshops which defined how the new business would operate and how each individual would change their behaviours to implement the new strategy. We developed materials to bring the organisation to life and explain everybody’s role. These materials now form a key part of new employee induction. What was the outcome? The results were a more engaged workforce, delivering the new strategy by working differently, and much improved financial figures (EBITDA). There is now a dedicated ‘engagement team’ made up of a group of high potential staff to drive through further improvements.
13 Argos: Building OD Capability What was the challenge? Argos identified the need to develop a new Operating Model for its Business to take significant cost out of its structure. They needed to manage an Organisation Design process to find the savings within two months. Argos had it’s own internal OD team who they wanted us to support with a robust methodology and capacity. What we did? Q5 provided a rigorous approach and OD best practice to facilitate the development of the new Operating Model, aligned with the future Mission and with the Business Strategy, to find the future savings. Developed detailed job designs that reflected accurately the future work required and how it would affect other parts of the organisation. Created a sustainable organisational design Change Control Process and actively worked to transfer OD knowledge and capabilities to the permanent OD team ensuring we were able to leave on time as agreed on the output of the proposal. What was the outcome? An upskilled internal OD team, using a refreshed toolkit Cost reduction target achieved with clear baseline established Robust changed control process to track implementation
14 A FTSE 100 Retailer: Global HR Restructuring What was the challenge? The CEO of this FTSE 100 Retailer took the business on a fantastic growth journey. They aimed to double in size within three years, and push into the FTSE 50. They have gone through a major rebranding exercise over the past few years and are shifting their operating model from 30% to 70% retail requiring a fundamental change in the way the business is run and the capabilities they need as a business. They are a global business covering Europe, AsiaPac, America & Latin America. Having focused on the ‘front office’ hard, the CEO turned her focus to the enabling functions to ensure they were fit to support the new organisation. What we did? Working for the Chief People Officer, we worked with the global HR function to redesign the HR operating model. Over the course of three months we: helped them assess their ‘As Is’ position and baseline within HR across the globe, through a series of 1:1 interviews with their customers and ExCo members and an online scan. We ran a facilitated design process with their global design team to confirm the future vision for HR, guiding principles, core processes, operating model, structural options, roles & responsibilities, core capabilities & HR measures required. We programme managed the HR change for them to ensure appropriate stakeholder communication throughout the course of the project. What was the outcome? Refreshed HR operating model agreed with in the business. Core organisation wide high level processes mapped for resourcing, talent management & performance management. New global HR organisation structure agreed and sized. Implementation plan developed to ensure transition from current to future state.