With managers working at a level too low and performance being behind the curve, leading this major change was going to be a challenge.
There’s thinking big and there’s thinking mega big!
Walgreen Boots, a major international retailer and pharma businesses – the 23rd largest company in the world had ambitious restructuring plans. To fulfil these plans required their System Design and Integration department (SD & I) to evolve from being UK to global, undertake the world’s largest migration to a cloud based system and manage the outsourcing of the biggest project undertaken by Microsoft.
SD & I faced two major challenges to achieving the 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. They 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 from their teams to drive higher standards
- Develop the personal effectiveness skills of the SD&I team members and specialists to gain willing buy in