Underperformance and Strategic Direction
Challenge
A century-old icon found itself with an underperforming retail arm. The brand was strong, but the retail business lacked strategic direction. Leadership was stretched between heritage stewardship and the demands of a modern consumer. Communication channels were strained, systems lacked coherence, and capability gaps in the team were limiting performance.
What We Saw
The issue wasn’t product or passion, it was alignment. Retail strategy hadn’t kept pace with the growth ambitions of the wider business. Leadership was navigating through legacy structures without the tools or shared language needed to translate intent into action.
What We Did
Working in close partnership with leadership, we applied the WWMO Flow. That meant:
Locating the pinch points across people, process, and product.
Framing a clear strategic direction for retail that balanced heritage with growth.
Shaping leadership communication structures and systems to restore alignment.
Stretching capability through targeted development in the retail team..
Impact
Retail strategy embedded across leadership and teams.
New systems and communication frameworks established.
Leadership and retail capability strengthened to sustain growth.
A business once fragmented now operating with shared focus and rhythm.