The Vibrant Organisation

Introduction

DOI: 10.4324/9781003396833-1

Terry loved his job. Charming and inspirational, he was a driven, performance-oriented leader who had risen to become country Head of Retail at a major multinational. Terry oversaw 400-plus stores and was responsible for a network of regional, area, and store managers. As with any retail enterprise, keeping track of the numbers was critical, and Terry watched them like a hawk. He had an almost encyclopaedic knowledge of sales figures, foot traffic, inventory turnover, gross margin, and other metrics. So when one of his flagship destination stores – let’s call it store F – was consistently ranking as the worst sales performer, he knew something had to be done.

Terry and his leadership team dove into ...