Waitrose

Background

The Central Specialist Team of John Lewis Partnership provides expertise to keep the business safe and efficient, through its suppliers, standards and investment strategies.

Business Goal

Aspirin Business were asked to help the team develop its strategy for 2014, ensuring it meets the needs of its main stakeholders in both John Lewis and Waitrose.

Approach

To create a shared service maintenance structure that will be fit to support the business growth plans, drive improved customer service, provide simple efficient services, deliver enhanced value for money and offer our Partners an opportunity to achieve great success in their roles.

What the client says

The Central Specialists have become a much closer team, sharing a common purpose delivered through common business objectives. They have become largely self-managing on a day to day basis, taking responsibility for achieving and improving upon these objectives.

During 2014, the Team have engaged all their key stakeholders including the Maintenance Departments in both John Lewis and Waitrose, sharing their vision, objectives and building stronger relationships and support networks.

Susan Churchill, Manager of Maintenance
John Lewis

John Lewis

Background

John Lewis is the UK’s largest department store retailer and part of the John Lewis Partnership (JLP), which is based on its founder’s vision of a successful business powered by its people and its principles.

Business Goal

Like most organisations, JLP wanted to grow whilst maintaining their profit margins. This would require maintaining the headcount and creating efficiencies.

Aspirin Business Solutions was asked to help the Maintenance Department incorporate new branches, alongside new waste and energy efficiencies, whilst maintaining quality, compliance and headcount.

Approach

Motivational Maps were used to engage the department in embracing changes in the strategy and in providing an essential people centric element to its annual conference. All attendees completed a Map and were involved in discussions and exercises around their motivators. This empowered them with knowledge of how their motivation influences their behaviours and choices, and how to manage and feed their motivation.

The conference provided the opportunity to consult the department about the proposed new vision, strategy, performance objectives and benchmarks which Aspirin Business were developing with the department’s managers.

This project continued over a number of years to incorporate Leadership Coaching for the Operations Managers and their successors.

Results

The project has been a commercial success. The increase in productivity has saved the Department in the region of £500,000 via saved salary and associated employment costs.

The Motivational Maps have been fundamental in creating long-lasting and significant changes in attitude and behaviour. The OMMs and BMMs have created more control over their attitude, behaviour, strategy and how they approach their roles.

What the client says

“Susannah has worked closely with the team to build tangible objectives and better reporting processes.

These have been fundamental to our success in improving a number of areas but particularly our Partner and Customer survey scores.

Her work with my immediate team created the highest level of Partner ownership I have seen during my time in the department.”

Rodney Hoper, Manager Maintenance
John Lewis