It’s About More Than Good Knickers
Marks and Spencer are continuing their climb back to good fortune, although that climb is far from over and certainly not secure. It’s an interesting business as everyone held a view of what led to its downfall, whether that view focussed on fraying Y-fronts or a perspective on groupthink. Not everyone had a view on what to do turn the store around.
It’s easy for observers to look at the chain now and say, “I told you so, all they needed was…” and that sentence could be finished by “lower prices”, “better quality”, “higher fashion”, “more classics”, “smarter stores”, “more helpful employees”, “confident managers”, “slicker advertising”, “more food”, “better distribution”, “more focus”, “wider product ranges”, and of course, “comfy underwear”. Everyone can claim they were right, because to an extent, they were, but few would have taken on the challenge of managing M&S back to success.
Leadership has certainly played a big role so far, and Stuart Rose looks set to have a lucrative career in writing his memoirs and working the after dinner circuit when he leaves the company, but it’s not the only facet of success. The wide range of changes seen at M&S demonstrate that there was a lot to be done, and that a holistic view of the organisation was necessary, with strong leadership to take it forward and a commitment to the need to change.
Predaptive’s 6Corners™ Model helps organisation to look at their organisation as a whole, and whilst one element may seem to be the obvious starting place to make improvements, it’s crucial to understand the impact that any change will have, to ensure positive outcomes and alignment with future changes which may be needed.
To find out more about how we can help you to unlock the strengths within your organisation for a future that lies around the corner, contact
Peter Law
e: peterl@predaptive.com
t: +44 (0) 1789 734333
f: +44 (0) 1789 734401
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