John Lewis needs to look at its end to end supply chain - having clearly understood the failings of similar scaled and similar structured companies, one unfortunately has now disappeared, it becomes an essential for the long term survival of the company. Yes there needs to be high focus on branding, sales, marketing but there also needs to be just as much focus on simplification, flexibility without excessive over cost, gross margin and strategy. White elephants are not the answer and most certainly neither are operations without measure or consequences. A fantastic brand but with a complex network and complex range. Profitability is essential - value at all stages of the supply chain are essential. Ignoring waste and not clearly defining and enhancing value right back from the customer to the supplier always creates lethargic processes and lethargic decision making. John Lewis needs radical change and a commitment to want to change driven by bottom up intitiatives and top down leadership. Big ships like John Lewis are difficult to change but change they must or sooner rather than later they will end up like other casualties such as house of Fraser, Debenhams, Woolworths and most recently Wilkinson’s. In 27 years I have seen many disappear, worked with some of them. The message is clear change and adapt or disappear and this is despite of the legacy they have built
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Why did this take so long? I’ve posted about the issues at John Lewis & Partners a couple of times over the last 2 years, in particular on the evident lack of leadership, and poor decison making. The decline has been clearly visible for all to see, and felt by the partner employees within, as well as the loyal, frustrated customers. So why the refusal to make the hard call? Why make a poor choice hire in the first place? Are you struggling with similar questions in your organisation? 🤔 5 years ago I delivered a leadership session at Marks and Spencer, highlighting at the time that it was on a slippery slope, out of touch, losing customers and relevancy. John Lewis was then the exemplar high street retail establishment. M&S brought in Stuart Machin who has quickly and impressively turned the ship around. John Lewis brought in Sharon White, who has driven the ship from iceberg to iceberg. And was left to do so. Don’t ever think that one individual cannot make a difference. They clearly can - for good and bad. Best of luck to Dame White in her future, I hope it is something she is more suited to. While the failing was hers, there was also a broader organisational failure. This is a lesson for boards and shareholders - effective leadership, vision and strategy are crucial. Along with clear metrics to hold those charged with execution accountable to. Then the ability to make the right decisions and not let a sinking ship take on more water. Know when to call it a day. Know when to bring in new blood. Know when to admit you made the wrong call. Don’t let biases affect your decision making: Sunk cost fallacy. Ostrich effect Normalcy bias. This is why organisations need critical thinking and analysis. #executivesandmanagement #retailing #leadership #decisionmaking
Surprised she didn’t go a lot earlier with all the store closures