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SPECIAL CHRISTMAS EDITION 2018 BY THE12 DAYS OF CANVAS THE 12 DAYS OF CANVAS As 2018 draws to an end and the spirit of Christmas is upon us, at Saxton Bampfylde we have collated our own special series: ’The 12 Days of CANVAS’. This is a celebration of leadership from those we have had the honour of interviewing in 2018 for our insights publication, CANVAS. The open and honest thoughts individual was emphasised through reflected in these selected pieces many of our discussions, particularly highlight the depth of insight, as we enter a world of automation reflection, dedication and hopefulness and Artificial Intelligence. With this that exists amongst the leadership emphasis on human behaviour, all of of those sectors we work with. The our leaders highlighted the need to themes have been varied as would work more closely together, express be expected from conversations diversity of thought, and collaborate spanning so many sectors. However, through partnership working. what has shown is how much synergy exists across public, private We first started CANVAS in 2016 and not-for-profit life in the UK and and since then have produced 20 beyond. Change is a constant; that editions. Our readership has reached is overwhelmingly acknowledged. thousands of executives and board Political, economic, technological, leaders in the UK and globally. We and social change is everywhere. hope these selected interviews from This ever-changing environment has the past 12 months inspire, provoke given rise to a widespread focus on thought, start conversations and spur innovation. action. We hope you enjoy ‘The 12 days of CANVAS’ and welcome any Our conversations with leaders comments and thoughts you may made it clear that this is evident and have on the themes raised. underway, but many urged caution in the approach to innovation. It cannot From everyone at Saxton Bampfylde, come at the expense of the human we wish you a very merry Christmas elements that make up the heart of and all best wishes for a prosperous an organisation. Preservation of the 2019! Download editions of CANVAS at www.saxbam.com/canvas 1 2 3 6 4 5 8 9 12 7 10 11 1. Richard Pennycook, British Retail Consortium (p.4) 2. Cathryn Ross, BT (p.8) 3. Clare Gough, Pitzhanger Manor House & Gallery (p.12) 4. Paola Barbarino, Alzheimer’s Disease International (p.16) 5. Bashir Makhoul, University of the Creative Arts (p.20) 6. Martin Bean, RMIT (p.24) 7. Catalina Schveninger, Vodafone (p.28) 8. John Kampfner, formerly Creative Industries Federation (p.30) 9. Amanda Spielman, Ofsted (p.34) 10. David Orr, formerly National Housing Federation (p.38) 11. Garret Emmerson, London Ambulance Service (p.42) 12. Lesley Franklin, George Heriot’s School (p.46) 1 RICHARD PENNYCOOK CHAIR OF FENWICK, CHAIR OF HOWDENS JOINERY, CHAIR OF THE HUT GROUP AND CHAIR OF THE BRITISH RETAIL CONSORTIUM We were delighted to talk to Richard Pennycook, former CEO of the Co-operative Group, and now Chair of the British Retail Consortium and family-owned independent department store chain, Fenwick. As one of the UK’s seminal retail figures, our interview coincided with his announcement as Chair of the Retail Sector Council, a joint initiative between the Government and leading retailers. Richard shared his thoughts on his career and his choices since going ‘plural’. He talked openly about the retail revolution, what it will mean in the UK, the winners and losers, and why he is positive the sector can adapt for the future. 4 CANVAS RICHARD PENNYCOOK t’s almost a year since as this had significantly very solid values and have you left your role as contributed to the difficulties in in them the sorts of people CEO of the Co-operative which it found itself. It was an I really want to work with. Group. What have been ossified governance structure Iyour reflections about your that didn’t work. It didn’t hold A very wise colleague gave me time with the Co-op and its management to account, wasn’t some advice when I was thinking performance since you left? transparent, and it certainly of going ‘plural’. This person I look back very fondly on the wasn’t representative of the told me that one of the things Co-op and my time there, as broad membership of the Co- you deserve at this point in the people are terrific. The op. It had to be reformed and I your career is to work with the team I brought together is the am pleased we achieved that. people you want to work with. team that is now leading it That is very much a key part of forward and I am so pleased The final area was about what drives my decisions. In my to see that it is continuing to resetting the purpose of the portfolio I have a plc, a family do very well. The food business company. We needed to look business and a company owned in particular has made some at what the Co-op stands for by private equity. That gives very interesting progress in the 21st century and really great variety and some very since I left. The changes that give it a chance to thrive again. interesting people to work with. have been implemented This began as part of the were in gestation when I was rebuild phase of which I was You became Chair of handing over to Steve Murrells in charge, but it will take many Fenwick when you left the and it is great to see that he years for that to fully bear Co-op. Founded in 1882, it has taken them forward. fruit. I am really pleased with has a history of reinvention where the organisation is now, and commitment to It is one of those situations but it still is work in progress. connoisseurship. In a very where I loved being there, I do believe it has certainly set different retail market but I also I look back and it off in the right direction. today how does it continue am thrilled to see it carrying to remain relevant? on and doing well. Credited with a The heritage is rich and the fact considerable number that it is a family business with You became CEO at a of retailer turnarounds so many connections gives it challenging point for the throughout your career, a longevity that I think really organisation. What would what is driving you in counts. The Fenwick brand you highlight as your your choices in your is really well known in the strategic priorities and non-executive roles? communities where it operates. your key achievements I am not sure there is a career during this time? link and I haven’t gone into In terms of the retail revolution I would say there were three my portfolio career just to that is going on at the moment, pretty obvious strategic do turnarounds. Throughout the department store model priorities. Each of these my career I have done other is under some threat. It is had their challenges, but things and seen companies certainly globally challenged, they absolutely needed grow very successfully. What I but this particularly applies to be actioned. want in my portfolio is a variety to department store chains of fascinating situations and which have high rents to pay The key priority was to make opportunities. I have been very and have a so-called long tail sure the Co-op survived the lucky to be able to put together of stores. Some of those stores crisis it faced with its bank as a portfolio with businesses that are now possibly now in wrong this could have brought the are quite diverse both in what locations and potentially a bit whole thing down. That was they do and also in terms of tired. Fenwick doesn’t have immediate and obvious. their ownership and governance that. We have nine stores, all The second area was to structures. While they are all of which are very well-located, completely overhaul the consumer related, the key and the family maintained the governance of the organisation common threads are that all freehold ownership so they of them are underpinned by don’t have big rents to pay. This SAXTON BAMPFYLDE 5 makes them very flexible spaces are you looking for from that oversupplied world, there that we can do things with. leaders within the sector? will be a natural progression This is an area I am very towards consolidation; that is The challenge for us is to interested in and in my role a basic result of a supply and make department stores that as Chair of British Retail demand model over time. are relevant for the future Consortium I also have and ensure they are places exposure to a great deal of The retail sector has that people want to come to. retailers and their leaders. evolved considerably This will not just be to browse What is striking in terms of the over the past decade products, but also for great development of the sector is with greater introduction customer service especially that our retail leaders have of technology and in areas such as the beauty to be rather more rounded automation. Do you hall and with an excellent people than perhaps they believe that this brings food and drink offering. All the did when I was starting out. more opportunities for the sorts of things that customers The business environment is industry or presents further can’t get online are well suited much more complex and in a threats of consolidation? to the department store positive way it is much more I think it presents both experience, and that is where inclusive than it used to be.
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