Welcome to Seminar LMG1
“How does leadership, management and governance differ in employee owned organisations? What are the specific challenges and opportunities?” Facilitated by: Richard Elsner - Pivotal Moment
Panellists: Peter Holland - OPM Patrick Burns - Prospects
Case Study: Simon Fowler - John Lewis Partnership
Session LMG1 - Three questions
What is different about leadership, management and governance in an EO company?
Are distinctive structures, processes and culture required to enable these?
What principles (or values) are needed to guide behaviour?
The John Lewis Partnership A better way of doing business
Simon Fowler
John Lewis Partnership Oxford Street, 1864
John Lewis Partnership Peter Jones, 1928
John Lewis Partnership Origins of the John Lewis Partnership
John Spedan Lewis, 1929
John Lewis Partnership Our Constitution
John Lewis Partnership Our 7 Principles
John Lewis Partnership Our Governance Model
Partners as co-owners
Executive Constitution Owners
Partnership Board Chairman Partnership Council
Divisional Boards Divisional Councils
Senior Managers Regional Forums
Managers Local PartnerVoice
Partner Opinion is Sovereign
John Lewis Partnership Our virtuous circle - Partner > Customer > Profit
Give great leadership & empower Partners with the knowledge and desire to provide outstanding service
Partner
Profit Customer Generate incremental Enable the sales development & profit through of deeper customer greater relationships customer loyalty
John Lewis Partnership The advantages of our business model
No external No conflict of interest shareholders Allows us to be counter intuitive
John Lewis Partnership New Formats, New Places
FLDS SFLDS At home
FLS Food & Home Convenience
John Lewis Partnership John Lewis Partnership
•John Lewis - The UK’s largest & favourite department store
•Waitrose - The UK’s best loved premium supermarket
•44 John Lewis shops and 336 Waitrose shops
•350,000 non food and 16,000 food products in our shops
•93,000 Partners (employees)
•£11bn turnover, £350m profit, £156m shared as 11% bonus (2014/15) John Lewis Partnership 15
“The better any particular Partnership suits some people, the worse will it suit others. The John Lewis Partnership was meant for people who need not only something to live by but something to live for.”
Spedan Lewis, October 1955
John Lewis Partnership Recruitment
It’s as simple as ‘ABC’ ...
Attitude Behaviour Commitment
John Lewis Partnership Introduction
Increase advantage of Partners ‘My Performance’ is about having honest, straightforward and supportive conversations about performance.
Leadership is of vital importance in the Partnership because it determines the results we achieve and because it’s absolutely central to the achievement of our ultimate purpose.
The new Performance Management framework supports our leaders by being clear about the behaviours that we require which, in turn, is essential to our ability to increase the advantage of Partners.
Charlie Mayfield Chairman John Lewis Partnership Partnership and Leadership Behaviours aligned
Partnership Behaviours Leadership Behaviours
Makes Things Happen Takes Decisive Action Sets Vision & Direction Takes Pride in Ownership Inspires Ownership
Deliver Excellent Service Drives Performance Works Together Works Across Boundaries
Develops Talent Develops Self and Others Acts With Courage Is Open and Adapts to Change Shows Strategic Agility
John Lewis Partnership John Lewis Partnership Performance Ratings Table
John Lewis Partnership Final Appraisal Rating created from the ‘What’ and the ‘How’
John Lewis Partnership Final Appraisal Rating created from the ‘What’ and the ‘How’
John Lewis Partnership John Lewis Partnership
John Lewis Partnership The John Lewis Partnership A better way of doing business
John Lewis Partnership Questions and Discussion
#EOAConference Thank you Please make your way to the Palace Suite for refreshments