Building the Future Leaders for Levi Strauss and Co: Greater China
Levi Strauss and Co restructured its Asian enterprise in 2009 and created the Region of Greater China comprising of China, HK and Taiwan. Charged with impressive growth targets, Levi Strauss and Co greater China mapped a path for successful expansion which included the development of its high potential regional leaders.
As a well respected retail specialist Scarlett Strategic Solutions was appointed the task of partnering with a Singapore based Consultancy with Levi Strauss and co, to accelerate the company’s talent in order to meet regional growth and business requirements .In collaboration with the LS and Co Centre of expertise for global talent management, Janey identified the burning issues on long term business planning, and designed a comprehensive program to improve leadership capability in strategic planning, customer centricity and leading change .
Remaining true to her specialized approach, Janey customized a Retail specific program, and integrated a seamless series of modules delivered in workshop style forums to the designated Hi potential participants. Key to the success of the project was Janeys use of the Hermann International ‘Whole Brain Thinking’ model, (HBDI), a qualitative psychometric assessment tool, designed to gauge individual and team thinking preferences.
The workshops overlaid a variety of learning techniques, combining Janeys Global retail insights from Monash University, (Melbourne Austr) with relevant strategy models and Retail case studies, to assist the participants in applying best practice to their current issues in Greater China
Retail Strategic PLANNING Capability Framework
Janey introduced the concept of ‘The Retail Pentagon’ to assist LS and Co leaders to define the competitive forces that shape retail strategy, and built expertise in defining core brand competencies, and competitive advantage as a building block to strategic planning.
The Retail Pentagon
The five elements of the Retail Pentagon are those aspects of retailing operations that are immediately visible to, and experienced by, consumers. By performing very well in all of these areas and excelling at one or more of these elements, retailers are able to differentiate themselves from their competitors, create a unique character for themselves and become the first choice destination for their core consumers. The value of the Retail Pentagon is that it provides a convenient analytical framework for the formulation and ongoing reassessment of retail marketing strategy.
Particularly successful was the combination of this model with a Global retailer case study supplied by Janey in conjunction with Monash University . Australia.
Essential to the strategic Planning process for Retailers is the leadership competency of ‘strategic visioning’. SCARLETT STRATEGIC’S program employed the Groves “Strategic Visioning Model’’ as a tool to assist LS and Co leaders to create vision for their BRAND and business unit and articulating and sharing them by identifying compelling themes. The workshop focus was then the combination of this’ story for the future’, with clear priorities and strategies to anchor create and deliver value Participants explored their brands Customer Value Proposition. : an advantage that influences their target customer to select their products over competing alternatives. A fundamental part of the program’s success was the application of the HBDI model to give participants an understanding and awareness of theirs and their team’s propensity to adopt a visionary approach to their operational effectiveness.
The Customer Experience Canvas
The final Strategic Planning Building block was the application of each of the stages to the Customer experience Canvas, a blueprint which became a shared language allowing the LS and Co team to describe and crete customer experience strategies for their targeted customer segments. The key point of the canvas was for the group to view it from the same perspective and talk about the same thing – namely, creating a unique and differentiated customer experience.It ensured that the leader group thinks holistically about their Levi’s brands, and prevented them from getting stuck on the details when generating strategic initiatives.
SCARLETT STRATEGIC ‘s Retail change management expertise provided the L S and Co high potential leaders group with a series of modules on change management answering to leadership competencies of innovation, persuasion and influencing skills and dealing with resistance to change. Interwoven throughout the program were insights into global retail change strategies and the application of the HBDI model to give participants an insight into their own thinking styles and approach when managing and dealing with change.
Key success factors
- Retail sector specialist expertise
- The self-awareness gained from the Hermann International psychometric tool
- The combination of per work, models, tools, case studies and theory
- The LS and Co workplace project applying the models and tools in current business case scenario.
- Follow-up sessions with managers in relation to application of tools and models to L S and Co issues
- Monash University ‘Global Retail insights’ highlighting world’s best practice in retail strategy and change.
- The Customer Experience Canvas (tool) has been adapted from Alexander Osterwalder & Yves Pigneur (“Business Model Generation”. 2010. John Wiley & Sons, Inc.)es
- The Customer Empathy Map XPLANE by Alexander Osterwalder & Yves Pigneur. 2010. Business Model Generation. John Wiley & Sons, Inc.
- Groves 5 Bold Steps Visioning Template : Groves International
- Strategy Leadership and Execution model: Adapted from Michael L. Tushman and Charles A. O’Reilly, “Winning through Innovation” (Boston: Harvard Business School Press, 2002).
- The Groves context map tool: Groves International PTY LTD
- “Who has the D, how clear decision enhance organisational performance”. Source: Paul Rogers and Marshal Blenko
- “Unfreeze-Change – Refreeze “model: Kurt Lewin
- ThinkAbout® Tool and Change: Hermann International Pty Ltd.
- ‘Why Change Fails”: John P Kotter
- ‘Manage the Transition Phase’: Model BY William Bridges
- “Global Retail Insights” 2011 Global Retail Convention Berlin .Monash University Australian Centre for Retail Studies.