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White Paper 11: Rolling out Change to Stores without Damaging Operational Performance

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New ranges, POS roll-outs, staff training, store refits… the level of change in retail is vast and constantly on the increase.

To make matters worse, these change projects are often developed by different departments. Any co-ordination between them and the outlets becomes exponentially more complex as the number of channels and changes increase.

But people can absorb only so much change, otherwise it can disrupt operational performance and cause reduced sales and poor customer service. And with so much choice out there for consumers, retailers cannot afford to run the risk of allowing poor implementation to impact in their fickle customers’ retail experience.

It’s not just a case of managing the pace of change in stores, but also while the change is being implemented, making sure the stores can operate effectively and are not overwhelmed by too much change. Change initiatives can be costly and they are usually designed to improve performance so it is important that they are implemented successfully and as efficiently as possible.

This free white paper from Bestoutcome discusses these challenges and looks at what can be done to address them. Having worked with some of the UKs leading retailers including M&S and John Lewis, they have a wealth of relevant and informative knowledge to share.

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About the author

The author - David Walton

David Walton - I am David Walton, Programme, Project and Portfolio Management specialist and director of Bestoutcome here in the UK. We make the PMO tools PM3, PM3time and PM3NHS, the only PMO tools designed by practitioners for practitioners.

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