COCOONERS - Making It Happen - No 2, March 2017

Cocooners - n° 2 - <strong>March</strong> <strong>2017</strong> Cocooners - n° 2 - <strong>March</strong> <strong>2017</strong> OUR STORY IS YOUR STORY AN OPERATING SYSTEM FOR REAL TIME STRATEGY MAKING SOME DATA 18 7 110 DAYS OF WORK FACILITATORS PARTICPANTS In this issue we’d love to share the story of an international retail giant that asked our help for defining midterm strategy in real time to face a growing set of challenges: from new competition emerging to changing customer expectations. We started this work in early 2016 and we’re now halfway through the implementation of a new, powerful, “operating system” for staffs to navigate complexity in their stores. As always we’ve been surprised by the potential of aligned contributions and strategy co-creation and sharing. Since the beginning of this project we had to face a to face more dynamic customers’ expectations and build more We started from gathering a significant sample the challenges they were living through. This shared vision With this shared vision in mind we’ve then We focused first on the actionable tools and approaches that A s a complement we later explored the strategic tools We focused on looking at how these transformations could After almost one year of work we now approach our New tools to work as a team, remove bottlenecks and fluidify the FINAL THOUGHTS truly diverse group: meaningful offerings, of the whole human was needed in order been able to move could help them that - always by be sustainable, based <strong>It</strong>eration 3: a moment daily work routine will despite operating in on the other hand the system in our head- to identify what the into working with understand how to means of dynamic on credible business that will prepare the be essential to make Way too often organization lose their different spots of the whole group shared quarter for an intense subsystem we were store-level teams, by listen to customers’ group co-creation - models and integrated teams in terms of this full circle evolu- will to create something new for them country with rather a complex and unop- two days workshop working with was implementing an easy voices to shape the are precious to help a with existing offer- actionable practices tion in the stores. and their customers as they fall in the specific challenges, timized day-to-day that allowed us really able to drive to visualize real-time future of their stores team evaluate its own ings. of work, aimed at deep holes of the day to day routine: so the managing staffs process that was and the group to and change (beyond strategy framework and of the many strategic advantages helping them navi- innovation gets lost in fears of failures, of different stores always harming the elaborate a shared alibis), inside a larger that should have ancillary services and assets and how gating the complexity unclear objectives and “we don’t have shared a common set capacity to adapt, and understanding of organization with helped them making they could offer to to leverage them in a of executing new time for this” or “this is not going to of challenges mostly react thoughtfully. where they were its own constraints change happen modern customers. process of reinventing strategy on top of work” statements. <strong>It</strong> takes curiosity and due to the changing at the moment, as and a layered set of throughout the the product, service a continued core openness to be surprised to truly play environment that is a regional group, strategic plans. day-to-day madness. and brand experience business that asks to the game of innovation: as Beth Com- challenging all retail businesses. If on one hand the teams had and what they wanted to evolve towards, including LISTEN & IMAGINE in the store. deal with the everyday details. stock recently said, quoting Juan Gris “You’re lost the instant you know what the result will be”. FACING COMPLEXITY A SHARED UNDERSTANDING EVALUATE & MODEL PREPARE TO EXECUTE 6 7