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The Canadian Tire Way

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Since Canadian Tire communicated its Statement of Purpose and Vision alongside ... More than two-thirds of the Canadian Tire team works in the store network -- to ... – PowerPoint PPT presentation

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Title: The Canadian Tire Way


1
The Canadian Tire Way
Update August 15, 2002
2
Todays 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
STRATEGIC PLAN LAUNCH
PURPOSE VISION DEVELOPMENT
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 wont 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
  • 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 CEOs personal
    communications (tagline on email messages,
    personal letters, etc)

1.
9
Conceptual Approach
  • 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

1.
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
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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