Project LEAP! - Did we LEAP far enough?A case study of Stockland Retail implementing new Leasing

Processes & SystemsJune 2011

Agenda

? Stockland and Retail

? Retail’s Challenge

? Project LEAP!

? Key Change Activities by Workstream

? What worked – what didn’t

? Success

Stockland Overview

Stockland

Stockland is a large, diversified property

company. It is listed on the ASX (top 30). It has

approximately 1350 employees, geographically

spread over QLD, NSW, VIC and WA.

Vision: Become a world class property group

CommProperty:

Retail, O&I

Residential RetirementLiving

R R R

12,000

Volunteer

Stockland Retail

• Manages and operates approximately 39 Shopping Centres around the country

• Combined asset value of $ 4.2B

• Focus on customer (tenant)

Community

Retail’s Challenges

Project LEAP!

Simpler for our Employees, Better for our Customers, Smarter for Stockland

Project LEAP! was established in January 2010. LEAP! aimed to standardize key leasing

processes and supporting roles across Retail through implementing a Siebel CRM system.

Change Management Challenge

Change Management Solution

Planning & Analysis

Aim:• Planning of change activities• Analysis

What Happened?• Detailed Change Plan

• Post go Live adoption focus• Timing of Impact Assessment• SME’s as Champions

Communication

Aim:• Employees start the journey: Awareness - Readiness

What Happened?• Organisational Culture – talk to me/ talk to the hand• “Cheeky” persona in our communications• Role based

• Early comms didn’t achieve desired cut through

Business Readiness

Aim:• Ensure employees were ready to embrace new system, policies, procedures, role adjustments at time of go live

What Happened?• Readiness Survey - No• Process & Role based workshops

• SME as Champion/ Leaders• Documents changes• Resistance - cynics

Role definition

Aim:• Align processes, roles and behaviours

What Happened?• Defined and agreed standardised roles• STI pay includes 10-20% process adherence• Post go live support measures• Business owner role –agreed…but…not filled till later

Training

Aim:• Employees know how to use the new leasing systems and operate within process/ procedural guidelines

What Happened?• Training • 172 employees trained in various role based courses

•Timing could have been better

Leadership

Aim:• Sponsor as Leader• Continuing engagement of Sponsor with project

What Happened?• Strong Project Mgt, Steering Com, Leadership Group and a very involved Sponsor

• Story telling• Coaching

Project LEAP! Success

October 2010: Retail went live with Project LEAP!

Questions

Retail’s Challenge: To this