Big W is an Australian high-street institution and operates over 180 stores across the breadth and width of the continent. Specialising in delivering range and variety of products, the brand is comparable to the business model of WalMart in the US or Asda or Tesco in the UK.
Despite Big W's continued growth and expansion, its people and leaders, in particular, had suffered from a dearth of professional development, and in particular investment in their leadership abilities.
The CEO and Retail Director decided to end this lack of investment and, aware of DeltaV's pedigree in developing leaders within the retail sector, reached out to John Fay to design a bespoke programme to align the business and develop its leaders.
Programme duration: 18 months
Participants: Over 200 Senior and Middle Managers
A DeltaV team was flown to Sydney, Australia to meet with Big W's senior leadership team and embed themselves in the business, gaining a deep understanding of the current operating model and deciding how best to develop its people.
It was evident that whilst the business was operating well, its people did not have a clear understanding of the impact of their work on their customers and the communities that they served; they didn't have a clear understanding of their purpose.
Their leaders also lacked the knowledge skills and experience to unlock the full potential of their people, so were operating in a largely transactional manner.
The 'Game Plan(TM)' programme that the DeltaV team designed addressed these two specific challenges, connecting people to the purpose of the organisation and creating transformational leaders capable of unleashing the commitment, creativity and energy of their people to deliver exceptional customer experience.
The programme that was delivered had a deep and profound impact on Big W's leaders and people. The top 200 leaders were directly involved in creating a new purpose and set of strategic frameworks to shape how the business operated and behaved, including strategic pillars, values, behavioural frameworks and vision.
This created a deep sense of ownership, responsibility and connection between the leaders and the business, which in turn allowed them to inspire and motivate increasingly high performing and resilient teams.
The impact on business performance was noticeable as people began to operate with purpose, autonomy, creativity and were more motivated to deliver exceptional customer experience than ever before.
Customer and employee satisfaction was reported to increase after the programme and Big W continued to report positive results and growth following the programme.