The client is a Japan-owned high-street retailer organisation that operates 37 stores across 10 European markets. Their headquarter is in London and the new GM had just created a brand new leadership team, bringing in senior-level expertise from outside the business to help drive a business turnaround, increase profitability and launch a new strategy.

The task was to help the leadership team:

• align around and articulate their new strategy.
• understand the cultural change that was required for a more localised approach.
• redefine the operating model, specifically outlining the responsibilities of the regions vs. the center
• define the new organisational behaviours and bring them to life
• engage the regional and central team of managers and enable them to lead the change with their teams

• Carried out an organisational diagnostic to help identify what was and wasn’t working in terms of leadership, culture, behaviours and ways of working
• Facilitated multiple workshops with leadership team to clarify the new strategy and align on an implementation roadmap.
• Facilitated the redesign of the operating model, outlining the roles and responsibilities, value chain activities, etc.
• Worked with leadership teams and regional managers on building change capability and helping them understand the impact of the change on different audiences. Built a plan to help address resistance.
• Facilitated alignment and engagement sessions with managers at a regional and central level to help improve ways of working and challenge existing meeting practices
• Helped develop the 6 key behaviours with a guide that outlined how to bring them to life on a day-to-day basis, and embed them in key HR processes and exercises for teams. Incl. a year-long launch campaign.

• Strategy has been launched across the business and is starting to deliver results.
• Localisation of product portfolio is taking place in collaboration with market heads.
• Key behaviours have been rolled out and have led to a more bottom up leadership approach where employees are more confident to speak up.
• OD project now starting to align the organisational structure and capabilities with the new operating model.

• Organisational Development
• Behavioural Change
• Business Change Management & Communication
• Workshop facilitation
• leadership development
• TOM (Target Operating Model)

• Organisational Agility & Effectiveness

• Retail and Consumer