Building Change Capability:

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Presentation transcript:

Building Change Capability: A Case Study from Waitrose & Partners Christopher Pue & Louise Hutchings

Who We Are An employee owned business with 85,000 Partners across John Lewis and Waitrose Every Partner has a stake in the business with the co-ownership business model The model means that Partners have a vested interest in how the business can work better Partners have a voice in the business, the continuation of the Chairman is voted on every year by elected Councillors

What Are We Known For? Student Essentials A New Brand Christmas Advert ‘Forced’ Rhubarb

Who We Are Food Service

Change Management in the Partnership Waitrose Change Practice established Waitrose followed suit, creating a team of Change Managers 2017 John Lewis created a team of 20 Change Managers, focused on projects from system implementation to Org Change Pan-Partnership projects begin to have Change Managers supporting them 2016 2018 John Lewis Change Practice established ‘Group’ Change Practice established

Why Did We Invest in Change Management? Consistent Experience of Change Creates a clear need for a structured methodology for landing and sustaining change with dedicated resource accountable 100% Achieving ROI Building a Change Culture Shifting Customer Behaviour External Factors (e.g. Brexit)

Challenges and Mitigations Apprehension over what Change Management is Tailored engagement sessions to different teams, demonstrating new handoffs and ways of working The perception that Change Management just looks at communication or training Introducing an end-to-end Change Framework Mitigation Challenge Mitigation Challenge Value-add activities as early as possible in the project lifecycle The business finds it hard to accept the cost of Change Management Aligning with a Project Management Framework to establish where we ‘fit’ Getting a ‘foot in the door’ at an appropriate stage

Multifunctional Devices in Shops Bringing This to Life: Multifunctional Devices in Shops

What is the Multi Functional Device? A handheld smartphone that consolidates many of our current one system/one device applications onto one device Improve customer service experience Improve job satisfaction and generate excitement Improve Partner efficiency Reduce the support and maintenance costs of devices Reduce the future hardware spend on devices 9

MFDs: Change Challenges faced and Mitigations Historic device loss culture Clear Week -7 to week +4 engagement path to embed new ways of working Current sharing of devices in shops Ensured enough devices for every Partner to have one Mitigation Challenge Mitigation Challenge Add in new shop processes and dashboard to help Processes not in place to ensure rigour Ensure Change Network in place throughout and particularly on live day Some Partners not used to smartphone technology

The Journey 20 Shops rolled out Rollout begins Complete rollout Summer 2017 20 Shops rolled out No change management in place, by end of 2017 device loss rate was ……. June 2018 Rollout begins Rolled out to further 150 shops Currently 225 shops with MFDs Current Device loss rate at …….. March 2018 Trial in 35 shops Test full change management process including training, readiness, transition approach, go live and adoption 2019 Complete rollout Rollout to further 150 shops first half 2019

Our Change Principles Change Network Shop Process Comms tools The behaviour shift in device management, and the reduction of lost devices, was the biggest challenge. These are the principles we followed to land this cultural change Change Network Shop Process Comms tools Clear Comms Simple clear communication and timeline Google Communities Speaking to others going through the same change Feedback route Feedback form on device Change Network In place to lead and land the change Network for Change Network MFD site, learning material, social media Shop Readiness + Adoption Surveys To gather feedback and asses go/no go Opening Checklist Dashboard check process as part of opening Clear Signage On device cabinets to help Partners with process Escalation Clear escalation for shops missing devices Cultural change - Never had a device that we have managed and have a high device loss rate in shops Need to change this culture

The MFD Change Network Our change network was vital for embedding the cultural change A number of people both in head office and out in shops help to land that cultural change Change Implementation Lead (CHIL) Change Implementation Support Change Champion Lead Expert User Expert Users Head office roles Shop roles Cultural change - Never had a device that we have managed and have a high device loss rate in shops Need to change this culture

Underpinned by Readiness & adoption activity Change Management Approach Shop activity WEEK -7 WEEK -5 to -3 Week -1 to SHOP GO LIVE WEEK +1 WEEK +2 WEEK +4 WEEK -5 WEEK -2 to -1 SHOP GO LIVE WEEK +1 WEEK +2 WEEK +4 Underpinned by Readiness & adoption activity *CIS = Change implementation support I CC = Change Champion

Change Management Approach Train Lead Expert and Change Champion Week-3 Liaising with Change Champions to provide support Continuous contact to ensure shop ready for change Shop activity Devices installed in shop BAU Support processes In shop Live Day Support Follow Up with Expert Users and Change Champions Old devices sent back to Head Office for decommissioning Old Devices sent back to Head Office for decommissioning Initial Comms to Store Follow Up with shop Partners to gather feedback Continued support if required WEEK -7 WEEK -5 to -3 Week -1 to SHOP GO LIVE WEEK +1 WEEK +2 WEEK +4 Ongoing monitoring if not signed off WEEK -5 WEEK -2 to -1 SHOP GO LIVE WEEK +1 WEEK +2 WEEK +4 Call from CIS* to Change Champion conducted Shop Partners complete readiness assessments -2 CC completes readiness survey Wk -2 CC completed Adoption survey at week +2 Underpinned by Readiness & adoption activity Sign off material discussed by CIS Adoption Reporting reviewed. Follow up call to CC Shop Partners complete Adoption survey. Follow up call to CC CIS completes sign off yes/no document, Liaises with CC. Into BAU *CIS = Change implementation support I CC = Change Champion

Readiness and Adoption Surveys At week -2 a readiness survey is sent to shop for 10 Partners to complete to understand how Partners are feeling about the change. Similarly a survey is sent at week+2 to understand how implementation has gone What does it mean for me? What do I know about the change? I have been given the tools to do the job?

Lessons Learnt Sessions To enable the process to be continually reviewed we held lessons learnt sessions at certain points of the rollout. Here is an example after our test shops in March and some of the lessons learnt Comms tools Review after pilot Shops Lessons learnt session held and the following changes have been implemented: Streamlined comms - only 1 pack delivered at week -7 and then constant contact from Change Implementation Support Number of training devices increased Adjusted attendance at the training session, so now Change Champion will attend with Expert user lead to further ensure culture is fully embedded Readiness and adoption surveys have had a lower response than anticipated however insight being received is hugely valuable so we will continue with this approach Clear Comms Google Communities Feedback routes Pilot shop rollouts have gone well. Engagement is strong and shops are embedding the cultural changes Sign off criteria for shops at week +4 is robust and is being adhered to Further review to be held early May to ensure current changes are working Fully sign off all change management material for go live We are confident in our approach and don't expect any significant changes going forward. Therefore we are well placed to proceed into the main rollout Change Network Change Network Network for Change Network Shop Readiness Shop Process Checklist change Clear signage Escalation channels

Key Learnings A real focus on readiness and adoption Collaborative training approach Ensure change Network is onboarded Ensure comms calls out what's in it for the user A real focus on readiness and adoption Clear sign off metrics and processes Focus on what works for your program e.g. a clear timeline Get Partner/Staff feedback throughout

Q&A