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The Canadian Tire Way

The Canadian Tire Way. Update August 15, 2002. Today’s Objectives. An update and open discussion on The Canadian Tire Way Recap of where we are; Update on activities since the Senior Leadership Meeting; Discussion on conceptual approach to broader organizational engagement.

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The Canadian Tire Way

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  1. The Canadian Tire Way Update August 15, 2002

  2. Today’s Objectives • An update and open discussion on The Canadian Tire Way • Recap of where we are; • Update on activities since the Senior Leadership Meeting; • Discussion on conceptual approach to broader organizational engagement.

  3. Recap of where we are Since Canadian Tire communicated its Statement of Purpose and Vision alongside the Corporate Strategic Plan in September 2001, considerable work has taken place to: a) evolve the Statement of Purpose and Vision further; and b) engage the organization to create common Team Values and Leadership Expectations EXECUTIVE/CTDA VALUES VALIDATION & REFINEMENT PURPOSE & VISION DEVELOPMENT STRATEGIC PLAN LAUNCH CT WAY LAUNCH TO SR. LEADERSHIP VALUES INTERVIEWS ROLLOUT OF CTW Jan-July ‘01 Sept. ‘01 Jan. ‘02 April ‘02 June ‘02

  4. We have taken a phased approach to build alignment Organizational and Tactical Engagement Awareness- Building Communication Scale of engagement Senior Leadership Engagement Timelines to Execute

  5. Activities since the Senior Leadership Meeting • Audit of “obsolete” Vision and Values material around the organization • Planning for next level of awareness and engagement • Enterprise-wide • CTFS / Fall Contact Forums • Supply Chain / Fall Contact Forums • Creation of supporting materials and integration of “quick wins” • Further engagement and discussions with Associate Dealers • Updating of high profile applications • Canadian Tire website • InTirenet • Dealer materials • Recruitment materials

  6. Approach to broader organizational engagement • A “product launch” approach won’t work -- this change must be integrated into our operations, sustained with supporting tools & materials and led from the top • The Senior Leadership Team meeting represented the first formal engagement to build senior level alignment Now the tough work must begin to build awareness and engage the entire organization, energize our people behind the concepts and drive alignment.

  7. Conceptual Approach 1. CEO and Executive Leadership: Change is led by CEO, actively supported by Officers of the organization, who hold the senior team accountable for sustaining the Canadian Tire Way • Cascading engagement within the businesses tailored to their circumstances • Approach is tailored to the business needs of each unit, but central themes and messages MUST be consistently applied Two tracks to gain alignment: Top-down engagement and bottom-up pressure will be applied organizationally to ensure we gain traction • awareness building communication • tactical engagement. Active Dealer Engagement to drive the change to the store level 2. 3.

  8. Conceptual Approach 1. CEO & Executive Leadership • Create a CEO platform (Personal Communication Plan) to create opportunities to lead this change and demonstrate by example: • Illustrative Platform: • Dealer Convention: Keynote address using Purpose, Vision, Team Values and Leadership Expectations as the primary message • Performance management: Include personal objectives by Officers related to Canadian Tire Way, and hold Officers accountable to these objectives. • Incorporate key themes into all CEO communication channels (voicemails, State of the Tire, publications, etc). • Create and execute the Coffee with the CEO program, creating a forum for 15-20 team members to meet informally with CEO to talk about the organization. • Incorporate values into CEO’s personal communications (tagline on email messages, personal letters, etc)

  9. Conceptual Approach 1. CEO & Executive Leadership (continued) • Ensure the Executive Leadership champions The Canadian Tire Way and is held accountable for its integration as a way of life. • Illustrative Platform: • Each Officer will have a personal objective related to Canadian Tire Way in which they will be held accountable • Extend the Coffee with the CEO program concept to all Officers on a rotating basis to create opportunities for them to engage team members in discussion about our values, priorities and related issues • Where necessary, implement development plans to foster additional alignment with The Canadian Tire Way • Align Performance Management system closer to Canadian Tire Way, including recruitment decisions, promotions and feedback / coaching • Ensure Officers actively communicate people issues in context of Canadian Tire Way

  10. Conceptual Approach: Awareness & Engagement Strategy The approach we propose taking is to use leadership influence to drive top-down engagement, supported by bottom-up pressure from awareness building communication Awareness Building Communication • Illustrative Program • High Profile Applications (Change the Symbols) • Signage, ID Cards/Security Badges, Business cards, Email Signature, On-hold messaging, seasonal gift box • Tactical Communication • Desktop screen saver, 12-month calendar, Framed Posters 16x20 posters in high traffic locations, pay stub values communication • “Pay for use” catalogue: laynards, mugs, caps, etc • Canadian Tire Times (see sample) • Little Red Book 2.

  11. Samples

  12. Samples WE ARE A PROUD CANADIAN FAMILY We exist to serve and enrich the lives of our customers, our shareholders, our team and our communities.

  13. Conceptual ApproachAwareness & Engagement Strategy (continued) The real driver of our success in sustaining change will be real, meaningful engagement that helps “institutionalize” Canadian Tire Way Engagement • Illustrative Program • Continued “pressure” to engage our teams • Message from CEO to senior leadership, highlight wins in engagement to the rest of the team and “remind” them of their commitments • Updates and request for feedback to senior leadership on the engagement process • Revamping of core programs • Ie: Recruitment ads, orientation programs, performance management forms and approach, job descriptions, training and development programs, LRP, etc.

  14. Conceptual ApproachAwareness & Engagement Strategy (continued) Engagement (Illustrative Program - continued) • Interaction with Executives • Execute the “Coffee with the Executive” program in which small groups of randomly selected team members will discuss our Purpose, Vision and Team Values • Revamp core recognition activities: • Launch new recognition program (replace Wall of Winners), redo WOW wall on the 8th floor, revamp ‘WOW Zone’ on InTireNet, and execute WOW letters immediately.

  15. Conceptual ApproachDealer Engagement Strategy 3. Dealer Engagement Strategy More than two-thirds of the Canadian Tire team works in the store network -- to affect wide-spread change, we must reach out to the Dealer network and ensure alignment with The Canadian Tire Way • Illustrative Program • Keynote address at Dealer Convention with Team Values and Leadership Expectations as the core theme • Working with CTDA and select Dealers,develop a pilot program that tests and validates our values and the most effective approach to rolling-them out organizationally • Execution of Little Red Book tailored to CTR, extending to include customer standards

  16. Timing: A Six Month View

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