A healthcare retailer
Egremont Group, 2006
Lean processes and customer back thinking driving a business case for change
Summary
Our client had recently been bought by a private equity firm and the commercial function had been tasked with finding operational efficiencies. In addition, they had recently merged with another retailer and were in the process of re-branding and re-launching their stores and merging head office processes. This was set against a background where lobbying and trade-offs around processes was a recognised form of decision making, restricting the organisation’s ability to drive actions from clear strategic direction.
Please log in to view the full case study. If you haven't registered yet, you'll need to do so and must be a client (rather than a consultant) to view this content. Registration is free and only takes a minute.
