When you are part of a major transformation project, it’s easy to assume every detail has been thought of. But the truth is, some of the most significant risks are those hidden just beneath the surface. Here’s a behind-the-scenes look at how our team spotted and solved one of those hidden risks during a major POS implementation project for a leading retailer.
As our Business Change specialists were gearing up for the second phase of the UK rollout for POS, we were reviewing ‘As-Is’ and ‘To-Be’ process documentation late one afternoon and something didn’t quite add up. Yes, the new POS system managed drawer-level cash transactions perfectly, but how was the functionality for managing banking, change orders, or safe counts at the store level going to work?
Emphasising The Risk
In the beginning, our concerns weren’t fully appreciated. Project leadership was confident all requirements had been covered for the US and UK, they were hesitant to reopen discussions. We had already delivered the solution to the stores in the US following an aggressive and time constrained rollout, and the stores there were happy. So how could we have a gap in the process for the UK? But experience had taught us how quickly overlooked details could escalate into major issues. Trusting our instincts, we persisted, clearly outlining the operational risks until the gravity of the issue became undeniable.
As we delved deeper, the true extent of the gap emerged. Functionally, the system ticked all the boxes, but when trying to meet the operational business needs, we understood that this was a real issue for the project. The legacy processes in the UK and US were very different, meaning the requirements for the new POS were also different. The new POS system processes were much more closely aligned with the processes in place in the US, and this explained why the US had not had an issue. But if we didn’t act the UK was going to have serious problems around cash management and banking reconciliation.
A Scepticism Shift and A Temporary Fix
We swung into action to build a case for why this needed to be addressed. Our Business Analysts and Business Change team worked closely with the retailer’s Operations team and the Project team, patiently revealing how essential these cash management processes were and where the gaps lay. Gradually, scepticism shifted to appreciation as everyone began to recognise the significance of what had been overlooked.
Given the pace of the implementation plan, we had to introduce an interim manual solution to prevent delays to the rollout schedule. Admittedly, this wasn’t ideal. Stores were accustomed to the sophisticated new POS technology, which had gone live as part of an earlier rollout of Omni Fulfilment processes, initially found the manual system frustrating. However, with clear communication to the store teams that this was temporary, and the promise that a fully integrated solution would be delivered within weeks, we helped secure their cooperation in the short term. Despite initial reservations, the stores adapted quickly and effectively to the temporary solution, showing a resilience and can-do attitude that all good retail teams tend to have.
An Integrated Digital Solution
The real excitement came with the big-bang launch of the integrated digital solution. Coordinating a simultaneous go-live across more than 500 stores in the UK, US, and EU posed significant logistical challenges. The complexities of different time zones meant our team had a tight window to execute the launch. Ensuring every store was ready and fully informed was not without its challenges. It required precision, clear communication, and robust planning.
Behind the scenes, our Business Change team was integral to overcoming this challenge. We created comprehensive training material and videos, delivered live training sessions, and provided quick reference cut-over guides. As one UK store staff member put it:
“I thought the training was really in-depth and helpful. The explanations were clear and easy to follow, and the videos added extra clarity.”
The Business Change team supported stores through the initial transition with a dedicated hypercare service. We provided a one-stop shop where the retail teams could raise issues and get rapid answers and support from people who really understood the solution that had been delivered. From resolving minor defects to addressing reconciliation issues alongside the finance team, our consistent presence ensured confidence in the solution. Feedback from store managers encapsulated the sentiment perfectly:
“We find cashing up easier now, and it also looks more modern.”
“I like it, I find it easy to use.”
The positive impact was also noticed by the senior leadership. The Head of Franchise commented:
“The rollout is in full swing; the training is being taken on board by the store teams who are quickly becoming proficient”
One particularly rewarding aspect of the project was our close collaboration with the client’s Retail Operations team. Given the scale of the rollout and level of change for the stores, it was recognised that the business needed support to ensure their digital transformation landed as smoothly as possible. Working together, we ensured messages were clearly communicated and that operational disruptions were minimal. The camaraderie and teamwork fostered during this intense period was truly special, leaving our team genuinely sad to say goodbye at the project’s end as the client team were exceptional people to work with.
Proactive Insight Can Make All the Difference
We hope that you enjoyed this look behind the behind-the-scenes and for us it underscores an essential point. The right partner doesn’t just deliver solutions, using their expertise they anticipate challenges you didn’t know existed. Reflecting on your own transformations, do your partners offer this proactive insight?
We’re here to help spot hidden risks and ensure your next project surpasses expectations. Let’s talk.
