Who are we
The Governance & Assurance team are part of the Transformation function in the Retail Support Centre. We look after the governance landscape across Food for the change portfolio – programmes (big, multiple initiatives) and projects (single initiatives) that are in progress and the new ones that come out the Strategic Planning Cycle
We’ve been listening
From your feedback, we’ve heard that there are plenty of opportunities in how we run governance across Food. At its heart, governance is about making the right decisions for the business in an efficient and effective way. Unfortunately, and partly due to our business’ complexity, we’ve found that:
- It’s not always clear how to get stuff done – the landscape can be daunting and often doesn’t have a clear route to decision/roll out.
- Governance groups can have conflicting interests and priorities – leading to colleagues becoming stuck in a governance ‘carousel’.
- Even when we agree that we want to do something, it can take a long time to get through the mechanics of governance – which risks expected benefits and can test the resilience of project teams!
All of these issues have come about from people trying to do the right thing for our colleagues, members and customers, but it does slow us down. We’ve looked at some examples like ‘Top Shelves’ within the Leading the Way programme. A simple project to fit some extra shelving in our stores, which helps colleagues with product availability for our members & customers. Despite it being something our competitors do and the business has endorsed, we had a series of governance and decision delays which meant rather than finishing the project to plan at the end of July, we’re a couple of months behind with nearly 600 stores completed so far.
What we’re going to do
Our role is to make governance effective. If designed and used well, governance is invaluable and can help speed up the change we want to do, and ensure it lands well.
Whilst all of our current processes are important and protect the Co-op, there’s too many or too much duplication, which adds time, effort and money to the delivery of our change plans. We’ll therefore be doing a sprint over the next 5 weeks to simplify and strengthen the governance process, as well as laying the foundations for best practice.
What our new landscape will look like
Keyword – simple! With defined roadmaps or even motorways, traffic lights, signs – a set destination, we’ll know when we’ll get there and there’s a clear view of progress along the way. We’ll do this by…
- Mapping out the current decision-making landscape so we can identify common pinch points and opportunities for simplification.
- Making sure the right people are in the room and we’re making the most effective use of our time – so we do what’s best for our Co-op and we spend members’ money like it’s our own.
- Developing a compelling narrative, with insight from colleagues, members and customers, suppliers and partners. Helping stakeholders better understand a particular initiative, so they can make informed decisions at the right time.
- Moving towards one simple set of templates to avoid the effort that goes into the multitude of decks and packs we create.
- Updating on progress, with clear visibility of the risks involved, so stakeholders can apply rigour and keep us safe & legal.
How can I get involved?
The Exec have put forward functional partners to work with and we’re engaging across the business to gather inputs. We’ll be sharing plans and ‘how tos’ as part of an easy to use Governance portal after we’ve shared our ideas with the Exec.
In the meantime, we’re really keen to engage with those colleagues who have experience or an interest in this area, and we’d love to hear from you at email@example.com