Alliance Boots is the world’s largest pharmacy-led health and beauty

retailer. Boots’ The Chemist UK retail business is the most trusted brand

on the high street. In 2008 it underwent major growth that saw 2,300

stores being built.

Central to the store’s success is Boots Supply Chain. It is responsible for

managing the end-to-end flow of stock from suppliers to stores. With plans

to restructure the entire Supply Chain, Matt Burton Supply Chain Learning

& Development Manager of Boots appointed Go MAD Thinking to

spearhead a three-year change management programme.

The Challenge

Boots was totally restructuring its Supply Chain, building a fully automated

state-of-the-art Central Distribution Centre in Nottingham, UK. This meant

closure of the 18 UK Regional Distribution Centres by September 2009

with 3,000 people affected. It was imperative to a company of Boots’

stature and reputation that high service levels were maintained and that a

smooth transition to the new system was achieved.

Key critical success factors, for delivery by 2009, include:

Motivation and morale being maintained at each site through to closure

Operational improvements implemented through to closure

Maintain great service through to stores

Retain supervisors as key resource.

Alliance Boots

The Solution

A change management programme for 210

Distribution Centre Managers and Supervisors

designed to deliver results in four areas:

Personal effectiveness – developing solution

focused thinking to equip people for life

outside Boots

Managing others – helping people through

psychological transition issues

At a team level – creating a common

language and toolkit for all to use

At an organisational level – keeping the

business running smoothly.

This was implemented as an intensive

programme of workshops and review days for the

period January – August 2007. Individual 90-day

challenges were introduced.

Change Champions were appointed to facilitate

further reviews and 90-day challenges.

Participants were encouraged to take BTEC Level

3 Qualifications linked to the business

differences being made.

Quarterly activities were planned thereafter,

lasting until the second quarter of 2009.

Differences made

The initial programme objectives have been met.

Also many operational improvements have been

implemented and great results have been

achieved in line with the following KPIs:

Improved engagement scores at each site

Improved service delivery through to stores

Improved retention figures of supervisors as

key resource.

Client testimonials

“The process has liberated me! I know I can

generate possibilities for any action I need to

take. I believe I can make a difference to the waywe operate as a Logistics Management team

and to the Logistics HR team.

I can honestly say that it is one of the few things

that I have used consistently since first

experiencing the Go MAD Framework 10 years

ago – it sticks! I have introduced many others to

the Go MAD way of thinking and am still working

with Andy and the Go MAD team.

What differentiates this model is that it is both

easy to understand and apply. Put simply, give it

a go and you’ll find it works. Go on, give Go MAD

a go and see the difference it makes!”

Judith Lyons, H.R. Director, Boots Contract

Manufacturing

THINKING > ACTIONS > RESULTS

About Us What We Do Differences Made

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