At Walgreens Boots Alliance managers were working at a level too low and performance was behind the curve. Leading this major change was going to be a challenge.
Walgreen Boots Alliance, a major international retailer, pharma business, and the 23rd largest company in the world, had ambitious restructuring plans. To fulfil these plans required their System Design and Integration (SD&I) department to evolve from being UK-based to global. This meant undertaking the world’s largest migration to a cloud-based system and managing the outsourcing of the biggest project managed by Microsoft.
The SD&I department faced two major challenges to achieving its goal. Firstly, to be successful they needed to improve the efficiency and service they offered the business which fell far short of internal expectations. Secondly, the major business restructuring and infrastructure upgrades on the horizon required a radical change in approach and accountability. The department needed a range of new skills, capabilities, attitudes, understanding, and readiness to drive both changes quickly and efficiently.
After extensive research, STC identified the following issues and opportunities:
- The need for SD&I managers to think wider and deeper to see the bigger picture
- The need to implement change more effectively at all stages and take responsibility
- Achieve higher performance and greater consistency to drive higher standards
- Develop personal effectiveness skills of team members and specialists to gain buy-in