Operating model and team alignmentinternational ecommerce innovation & team alignment
The challenge
A European online gifting business with retail reach across five countries had made a strategic pivot - from sales volume to profit maximisation. The C-suite had set the direction. The problem was that the internal teams had not been aligned around what that shift meant for how they worked, what they prioritised, and how they made decisions.
Eight departments were operating with different assumptions about the strategy. Nobody had mapped the end-to-end picture. The ask was to unlock the expertise sitting across the business and create the conditions for cross-functional alignment and action.
What we did
We ran an intensive four-week engagement. Eleven stakeholder interviews across eight departments generated 324 data points and six overarching themes. We validated internal hypotheses against 58 competitor sites and retail visits in France and Spain, mapped the end-to-end journey, and facilitated a co-creation workshop that brought the full stakeholder group together to evaluate and iterate on ideas.
The workshop was designed to build momentum, not just generate output. The group left with shared understanding, prioritised ideas, and C-suite commitment to act.
outcome
Three improvements delivered to digital channels within 19 days of the project completing - fast enough to impact the Christmas trading period. Average order value increased from €81 to €84.20, exceeding the original target. Seven further improvements were under active consideration.