Situation

One of the world’s largest apparel companies, specializing in iconic outdoor and activity-based lifestyle brands, was undergoing significant change.

Its Global Responsible Sourcing function, under the broader Global Supply Chain organization, was relocating a key strategic APAC office. The Senior Leadership Team, consisting of a diverse group of 40+ Directors and VPs spanning the globe, were faced with the additional changes impressed upon by the COVID-19 pandemic. The Global Supply Chain organization was at risk for burning out its people and losing key individuals in its leadership team.

Solution

As a result, we were tasked to revitalize the leadership team around the environmental sustainability strategy and bring forward new ways of working in a post-pandemic era. Faced with urgency, we drafted an interactive approach to re-engage the Global Supply Chain leadership team and bring forth an action plan through the following:

• Conducted stakeholder interviews to identify key input across functions

• Designed a series of workshops that leveraged new technology and methodology for collaborating interactively

• Facilitated the workshops across two weeks to prioritize ways of working to bring it forward and brainstorm tactical ideas to implement these ways of working

Results

• Matured learnings from the pandemic to improve operational efficiencies

• Identified common best practices and sentiments that could be applied across the organization

• Ignited a sense of belonging by building unexpected connections across the organization that ultimately strengthened their culture despite the time and distance between teams

• Defined a prioritized set of key tactical ideas to implement new ways of working in a post-pandemic era

• Re-united the leadership team both tactically and emotionally during a time of uncertainty, anxiety, and change