We conducted interviews with brand managers and senior leaders to identify the company’s core purpose that existed within the DNA of the business. Focus groups were also run across the region to gain input from all levels of staff. The findings were collated and condensed and then a two-day workshop was held for the top 30 leaders to craft a future focused Vision, Mission and Values (VMV). This became known as Vision 20-20, a clever play on the past 20 years laying the foundation for the next 20.
The VMV was refined and a second workshop with the top 30 leaders was held. This time the workshop focused on the leaders being equipped to cascade the VMV to their respective teams – a ‘Leaders Leading Change’ training workshop was created along with a facilitation guide that enabled each leader to go back to their respective teams and run a communications and involvement workshop.
The communications strategy included a series of ‘values workshops’. Store Managers were supported to deliver these workshops to customer-facing staff. Additionally, we created a recognition programme based on the company’s values and all store staff participated.
To ensure that the communications strategy had delivered and to continue to embed the VMV, a ‘pulse survey’ was created and run on a quarterly basis to spot areas of success and determine further areas of focus.