Phase 1: Identify the underlying inefficiencies
X is Y were tasked to confirm the running hypothesis that there were outdated processes and inefficient tasking in their business. The business needed external support to explore where these inefficiencies were, the magnitude of the impact to their businesses and what they could do about it.
Phase 2: Transform and build capability
Having identified inefficiencies and their impact on the operation, a business case for action was devised. The brief for phase two of this project was to partner with an internal team to build in-house capability and transform the business to one that is future fit by deploying new tools and ways of working to drive efficiencies and align these processes closer to their goals.
What we did:
X is Y worked with leadership to identify five key areas of impact for deep-dive discovery. We then mapped each of these areas in detail to identify the role performing each task, how long, how often and the value of what was produced to form a picture of how many tasks were value-added vs not.
X is Y were then able to sum up these low-value tasks and demonstrate the case for change along with a high level roadmap and set of recommendations to act. The retailer was then able to stand up a change program to transform their operations, creating a more efficient future-ready business.
The change program for transformation included four key stages:
Discovery research: we conducted in-depth interviews and focus groups with employees and key stakeholders to understand the real-world experience of the merchandising function and provide context to their working styles and behaviours. This included learning from their thoughts, beliefs, needs, pain points, motivations and behaviours.
Synthesis and mapping: we analysed and synthesised the qualitative data generated through the research drawing out key behavioural patterns and insights. We then translated these insights into personas and journey maps to help communicate stakeholder needs and behaviours, and identify the key “moments that matter”.
Co-creation: we facilitated focused idea generation workshops to co-create tools and practices to support more effective and efficient ways of working within each of the “moments that matter”.
Experimentation and implementation: we prioritised initiatives within each of the “moments that matter” based on effort and impact and defined an implementation roadmap.
As a result of their ongoing engagement with X is Y, the business:
Was able to provide the data to confirm the impact that inefficient processes were having on their business, articulate the volume of impact as a case for change and communicate a plan for meaningful action toward high value goals.
Discovered they could achieve considerably more by reducing reliance on manual tasking. The creation of automated systems allowed the merch team to redistribute their capabilities for greater productivity and efficiency.
Integrated new ways of working that enabled employees to leverage cross functional teaming and improved collaboration in a hybrid environment. The team are equipped with a tool-kit enabling them to continually adapt in response to the rapidly evolving environments in which they operate. This created resiliency and efficiency in their operations.
Redesigned the merch team structure, transforming well-established hierarchies and silos, and implementing new systems and processes to support their new ways of working. This improved engagement, retention and impact.