CHALLENGE

Our client is a family-owned business with stores across the UK selling luxury goods. Having previously managed core functions autonomously, the increased pressure on the retail sector to move online meant our client was struggling with reduced profits and a decline in footfall.

Having recruited a new executive top layer, the plan was to design a new operating model focussed on central functional delivery with new structures to replace old paper-based processes.

APPROACH

We provided support to the operating model design as well as central coordination for the implementation across the projects by:

  • Defining the key strategic decisions for the new operating model, as well as the implications of different options.
  • Developing the Level 0 end to end process maps for operations, prioritising core elements of these functions, then working with the Store and buying directors to further define these processes – highlighting where new ways of working required training, policy or system changes.
  • Articulating the risks to peak of moving to the new central functional delivery structure – and the key mitigations required to ensure that the new structure could land without significant impact to peak Christmas trading.
  • Working closely with the project leads across the workstreams to develop a single view of the programme plan, highlighting the key dependencies, risks and issues.
  • Establish programme governance, including forums to support the store implementation of the change.

RESULT

Our support for the operating model design and coordination of the implementation, resulted in:

  • Executive agreement to the operating model decision, with an aligned view of the strategic decisions made.
  • An informed decision by the executives to progress with the consultation to the business regarding the people change, following a robust review of risks to peak trading.
  • Clear view of the changes to the core processes for operations, with training needs identified and implications for systems highlighted and addressed.
  • Understanding of dependencies, risks and issues across the projects – with one view of the truth for the programme plan and a robust reporting to the executive level on a weekly basis.
  • Transition plans developed for the business change, both for system cut over and for switching to new ways of working and processes.
  • Engagement established with key stakeholders landing the change in the business, through a fortnightly forum. Ensuring sufficient plans and readiness testing across the business.
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Ben Tye
Ben TyeBen Tye| Client Directorlinkedin icon



Ben leads our retail, consumer business and manufacturing sectors. He specialises in scaling innovation into transformation and has led both lean, agile innovation teams and large-scale programmes. He particularly focuses on the people and cultural change required to create long-lasting value. He has over 20 years of consulting experience. Ben has a great track record in growing consulting businesses. He has held partner and VP roles responsible for creating new services and building teams at well-known consulting and technology firms in the UK.


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