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Alliance Boots _ Go MAD Thinking
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Alliance Boots is the world’s largest pharmacy-led health and beauty
retailer. Boots’ The Chemist UK retail business is the most trusted brand
on the high street. In 2008 it underwent major growth that saw 2,300
stores being built.
Central to the store’s success is Boots Supply Chain. It is responsible for
managing the end-to-end flow of stock from suppliers to stores. With plans
to restructure the entire Supply Chain, Matt Burton Supply Chain Learning
& Development Manager of Boots appointed Go MAD Thinking to
spearhead a three-year change management programme.
The Challenge
Boots was totally restructuring its Supply Chain, building a fully automated
state-of-the-art Central Distribution Centre in Nottingham, UK. This meant
closure of the 18 UK Regional Distribution Centres by September 2009
with 3,000 people affected. It was imperative to a company of Boots’
stature and reputation that high service levels were maintained and that a
smooth transition to the new system was achieved.
Key critical success factors, for delivery by 2009, include:
Motivation and morale being maintained at each site through to closure
Operational improvements implemented through to closure
Maintain great service through to stores
Retain supervisors as key resource.
Alliance Boots
The Solution
A change management programme for 210
Distribution Centre Managers and Supervisors
designed to deliver results in four areas:
Personal effectiveness – developing solution
focused thinking to equip people for life
outside Boots
Managing others – helping people through
psychological transition issues
At a team level – creating a common
language and toolkit for all to use
At an organisational level – keeping the
business running smoothly.
This was implemented as an intensive
programme of workshops and review days for the
period January – August 2007. Individual 90-day
challenges were introduced.
Change Champions were appointed to facilitate
further reviews and 90-day challenges.
Participants were encouraged to take BTEC Level
3 Qualifications linked to the business
differences being made.
Quarterly activities were planned thereafter,
lasting until the second quarter of 2009.
Differences made
The initial programme objectives have been met.
Also many operational improvements have been
implemented and great results have been
achieved in line with the following KPIs:
Improved engagement scores at each site
Improved service delivery through to stores
Improved retention figures of supervisors as
key resource.
Client testimonials
“The process has liberated me! I know I can
generate possibilities for any action I need to
take. I believe I can make a difference to the waywe operate as a Logistics Management team
and to the Logistics HR team.
I can honestly say that it is one of the few things
that I have used consistently since first
experiencing the Go MAD Framework 10 years
ago – it sticks! I have introduced many others to
the Go MAD way of thinking and am still working
with Andy and the Go MAD team.
What differentiates this model is that it is both
easy to understand and apply. Put simply, give it
a go and you’ll find it works. Go on, give Go MAD
a go and see the difference it makes!”
Judith Lyons, H.R. Director, Boots Contract
Manufacturing
THINKING > ACTIONS > RESULTS
About Us What We Do Differences Made
12/30/12 Alliance Boots | Go MAD Thinking
2/2www.gomadthinking.com/differences-made/measurable-differences/alliance-boots/
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