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

2. 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

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

4. Who We Are
Food
Service

5. 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

6. 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)

7. 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

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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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?

17. 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

18. 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

19. Q&A