Bold purpose. Great strategy. Actually getting people to do things differently in the work
Highest market share in 4 years
100%
of leaders would recommend the Tesco Behaviour Change Programme to colleagues
Tesco created a purpose and strategy with real stretch and ambition. However, all too often the work ends there. To shift performance and set themselves up to hit their ambitious targets, amid pandemic uncertainty and a disrupted market, it was critical to get senior leaders fully owning it, shifting the way they operate and leading from the front.
But changing behaviours is hard, so the how was always going to be as important as the what (if not more).
Our Approach
- A culture plan on one page
- Designing for momentum
- Power of the Top 50
- Changing governance in 6 weeks
- Actually changing behaviour
Consisting of three cultural outcomes, four leadership expectations, and a handful of hardwiring initiatives – we got the exec laser focused on the smallest number of things that would make the biggest difference.
Mobilised a subset of the exec to land a 24-month change journey for the whole organisation to make execution inevitable, by anchoring it in: 1) What they needed to achieve commercially and culturally 2) Designing for continued commitment 3) Ensuring it made sense for their people.
Re-engergised the Top 50 to be a powerful coalition who owns the strategic narrative and has consistent, honest conversations on where the business is at, celebrating success and debating what needs to change.
Ran cross functional squads to re-design strategic governance, used the new behaviours as the design principles for what it needed to promote. Launched it within 6 weeks of the new strategy – creating a very early proof point that they were serious about changing how they work.
Took the Top 350 through a rapid behaviour change process to break down ‘big’ behaviour change into small everyday actions that were meaningful and would have disproportionate impact on how effectively they deliver the strategy.
"I can’t think of a moment in my career where I have seen a set of plans more aligned or a leadership team more aligned. It is impressive. Very impressive."
Ken Murphy, Tesco CEO