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7-Eleven - an enterprise agility story 3-years down the track | Better Value Sooner Safer Happier | YouTubeToText
YouTube Transcript: 7-Eleven - an enterprise agility story 3-years down the track
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Summary
Core Theme
7-Eleven Australia has transformed its organizational structure and work methodologies to an agile framework, enabling greater adaptability, speed, and customer-centricity in response to a rapidly changing market.
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our world is changing fast and our
customers needs are changing too we need
to move faster be more adaptable and
think differently so how are we doing
that we have changed the way we work to
turbocharge our productivity the
framework for this change is called
agile a way of working used by some
hugely successful companies so how does
agile work our new way of working
completely removes traditional hierarchy
imagine a workplace that is more about
experimenting with new ideas without
fear of failure where we focus more on
knowing what our customers value and
less about guessing what they value what
if we were able to use that information
to quickly launch new products and
services so how are we working in new
ways we have organized all support
office team members into specific groups
we have four tribes that focus on
customers products channels and
technology these tribes made up of
squads each tribe has a tribe leader who
sets the priorities for their tribe
tribes also have agile coaches who
provide advice and support on our new
ways of working squads are collaborative
teams of approximately eight people with
cross functional expertise in areas such
as brand Data Insights and it each Squad
focuses on specific goals and has
complete autonomy to rapidly complete
those goals each squad has a product
owner who manages the squad's workload
they're not a boss but do organize the
deliverables for the squad everyone also
belongs to a chapter based on their core
skills for example a food Innovation
chapter or a supply chain chapter
chapters meet on a regular basis to
share and develop their skill sets and
chapter leads are responsible for the
professional development
coaching and performance of each chapter
member and finally we have five centers of
of
excellence these are our specialized
support teams of insights Finance legal
people and strategy who provide
expertise as needed the precise makeup
of our squads and teams change and
evolve as we test and learn what works
best for
us we work closely with our stores to
ensure we put customers at the center of
everything we
do to meet the everchanging needs of the
convenience customer we have a bold
ambition of 1 billion customer Moments by
2030 join us and together we will make
thanks Maria my name is Hazel Simpson
and I am the design U the are lead for
design and way of working here at
7-Eleven um it is my absolute privilege
to be able to share our story today with
Paul I have been at 7-Eleven for almost
10 years and been on this journey of our
way of working and when we changed uh
for the last five years so I look
forward to uh discussing um and and
answering any questions at the end I did
notice uh where some people were coming
from so I think I saw someone from
abedine so good to know that at least
someone will understand me tonight if uh
if not most of you um Paul would you
like to do a quick introduction before
and I lead us through the first part of the
the
presentation yes awesome um yeah and
Paul Wallace from 7-Eleven um I'm the
digital area lead for the technology
tribe um I've also been at 7 quite a
while this is my second time actually I
was a graduate and left and and I've
come back um and uh around about 10
years for the second time about 15 all
up so um yeah it's been a big part of my
journey um within 7-Eleven as well and
looking forward to sharing some of the
learnings and insights
today thank you thanks Paul so we might
move to the next slide and just to uh
lay out how we'd like to approach this
uh the way that we'll share the story
today um we will start by talking about
what our jail is 2711 and our way of
working and we will talk about the
journey that we've uh we've been on uh
the case for change um how we're
tracking and uh the most important part
is is actually uh how it all comes
together and um and we'll finish off by
talking about what's next for us as well
and um thank you next slide Maria um as
Maria said Zoom hasn't been our friend
so there will be some information that
we'll need to share afterwards and I
will do my best to bring the
presentation together there was a short
video we wanted to share with you but it
uh it won't take away from the essence
of what it is we want to share about
agile and what it means to us as you can
see on the slide uh we start with agile
is not just what we do it is who we are
agile at 7-Eleven is anchored to of
course a choice that we make in in the
mindset an approach to uh to the way
that we work how we are structured and
how it enables us to operate um at PACE
with change and how we are building that
muscle continuously to be able to do
that given that the pace of change is uh
just continuing to move faster and
faster before we move on to the next
slide I just wanted to hold on to that
side for a moment and appreciate what we
mean by the mindset of agile here and so
that uh that constant looking at how we
make sure at an Enterprise level at a
team Le level a leadership level and an
individual level what it means for our
growth how we think about our continual
learning that everyone feels empowered
and to a degree accountable for what
they own for their growth the way that
we will deliver um it comes to a place
where we start to talk about how we make
sure people work well and live well at
7-Eleven by being that team player and
of course um leading with that Clarity
and coaching in all that we do uh not
just when we're looking at the
performance review of our people we're
designed in a structured way so that it
enables our way of working so that we've
got that end to end accountability that
we're looking at the we'll go into a um
the way that we organize our squads into
our tribes I'm sure some of that
language is familiar with you but it's
how it connects into our story that will
bring to life today and of course how
that uh is is brought to life through
our chapters and our
capability from a way of working
perspective we've got the backbone of
the way that we engage with our people
and design our ceremonies and the forums
that allow us to plan effectively and
execute effectively and I've already
said at the start this is of course
making sure that we are always always
building more muscle in the way that we
think about changing and responding to
the everchanging needs of uh the trading
environment that matters to
slide and so um who is 7-Eleven uh this
is our story uh we are anchored to um
the fact that we have um started with
the the building of re revisiting our
values looking at uh how that connects
into the culture that is the foundation
of and the fabric of our organization it
is um it is how we behave and um for
those of you less familiar with our
values it's uh how we think about
reaching higher for our goals doing
what's right in the way that it's our
right to operate delighting our
customers being the most important thing
and how we Thrive together we are super
clear that our purpose is why we exist
and it's to make every day easier so
Australians can give a live a good life
and as it says at the top there it
requires as a market leading
organization that is adaptable
Innovative and productive grounded by a
human-based culture making our people
and agile design key for that and being
those competitive assets so when we
think about our ambition and we look at
strategy that's the where are we going
and how we're going to get there we were
not going to be able to get there
without making the change in our
organization and really pivoting and
changing so that we could M move much
more at than we were doing some 5 years ago
ago
Maria so what's our case for change our
case for change back you know we we we
talk about the fact that we actually
changed the way that we work we flipped
to the uh agile way uh three years ago
but it was actually four years ago where
we built the case for Change and we
engaged our board and we took them on a
journey visiting um many different
different uh other client examples that
uh our uh our Consulting partner
McKenzie uh they uh they allowed us to
better understand what our choices were
about a way of working and so um after
uh somewhat six months of making sure
that we uh did a current state
assessment on how we were organized and
working we did an organization design
assessment we interviewed uh a huge
number of employees across our whole
network not just in our Support Office
including our franchisees and our store
leaders and uh with uh working with
McKenzie we came to a conclusion that
the uh structured way of working and how
we've designed ourselves that I'm going
to take you through we decided that in
order for us to meet our goals that
we've got clearly articulated here on
the screen as well as anchored to
keeping ourselves honest on our design
principles that um we uh we we we had
made our choice of uh the investment we
would make and how we would take um 500
plus employees uh through the change and
the way that we would prepare for that
so it's um it's definitely uh three
years flipped but feels like more like
four years that we've been talking about
it and planning for it very effectively
to make sure that we could make that
change effectively together so before we
move on to that next slide our goals
were of course it was all about um the
ability to Delight our customers improve
our people experience for their learning
an opportunity to um have different
career paths with this change in the way
that we work so that we could step
change organizational productivity and
increase our speed to Market and it's a
little bit smaller on this slide I think
for for what you can see but um how we
were going to be efficient and effective
for this is how we kept ourselves honest
throughout uh the uh the change and the
sales of metrics that we uh Monitor and
track for um as we both planned for and
executed on the chain
and we still hold ourselves to account
to today next slide thanks
Maria and this is a summary of the
metrics that uh that we uh are have held
ourselves account to from the start and
some most of them will be familiar to
any of you and all of you who are
retailers today um and that is that we
are measuring uh how we are successfully
continuing to um Delight our customers
and The NPS score allows us to track on
a weekly basis what that is we have
empowered our team but measured
successfully through an Enterprise NPS
score for the employees as well as our
the the turnover uh statistics and of
course from a business and Jew business
of jewelry perspective um with McKenzie
we had a set of metrics that we were uh
compared to against lots of other uh
employees sorry employees um clients to
McKenzie so there was a peer group that
we're allowed to measure ourselves
against and we have successfully track
tracked and matured our practice equal
to and somewhat better than our peer
group um for our agile practice as it's
matured however we knew that we were
getting to a healthy place with our
agile practice when we exceeded 10 uh of
the different dimensions in order for us
to um be able to effectively say we are
um we're holding our own and the
Integrity of of our design was um
one that was
sustainable and as you can see we've got
one around productivity and speed and as
we talk about our objectives and key
results it is certainly the uh the
strongest measure that we have is making
sure that we deliver on our commitments
on a quarterly basis again we will bring
that to life more um as we step through
uh the rest of the
presentation and so therefore great
great value so far that's uh that's up
to January of this year uh since we uh
we embarked on the journey and some uh
some strong results that we're super
proud of one other thing to note is that
during the time from if you could all
remember because we haven't forgotten
what Co means but
um means to us we we flipped we changed
the way that we uh we work today during
Co and we made a conscious choice that
we would uh continue on that Journey for
the change and glad that we did because
in some aspects of we operating in
changing through Co where we were
working broadly in a in in a remote
environment um in our homes it allowed
us to Pivot uh more effectively and
easily using our tools and resources
like everyone else did but it was
certainly our advantage and uh some of
the trading conditions that uh we've
seen over the course of the last um 12
to 18 months here in Australia um means
that uh we are able to Pivot and change
uh more effectively because of the way
that we work today
I can see lots of questions popping up
and I yeah look forward to answering
Maria and so what I'd like to do uh now
is um not play the video that I wanted
to um but I'll need to move on to the
next slide which is we're going to get
into the body of um what what is the
ways of working here at s and 7-Eleven
um I I would it is um it's not a very
kind slide for effectively bringing this
to live summary I might I might get you
to move on to the next slide just so
that it it it has some more meaning and
connectivity so we um we organize
ourselves here at 7-Eleven through
tribes and center of excellence in order
for us to truly um deliver um it is
important that we have areas in our
business that are um Ed around the
mission that they have their ability to
have the right budget uh set and their
kpis set especially for the commercial
delivery um areas of our business which
are set an anchor to customer our
product area our channel to stores area
and our technology area and as you can
see the center of excellence here at
7-Eleven is based around those enabling
functions that uh flow to work in our
business we required and those are the
insights uh strategy people finance and
legal areas all of which make up you
know the um the value chain and would be
familiar with uh most um uh retail
businesses that have those makeup uh one
way or another in a in a retail
environment thanks Maria the next
slide in order for us to effectively
have the right capability um set up
across our organization this is an
example of our chapters um where we have
each chapter represents a craft that is
required in order for us to deliver
across the Enterprise and how we've
designed it and uh shown it here is that
um we have our crafting capability that
are more focused on the commercial side
of our business so examples here are the
craft that would be um set up for our
category teams tobacco would be an
example of that our Crispy Cream we have
our product merchandising team where
that is where we would have uh leading
for our Slurpee um category and our
coffee category we have uh the food
safety and quality that supports and
develops the the capability to make sure
that not only have we got the right
individuals in our organization that are
developed and capable of um executing
and uh innovatively building uh new new
products uh and uh making sure that the
quality assurance of all of our products
um are uh at the right level in service
of our organization but there are
chapters also governing to make sure
that the
Enterprise are also um capable of uh
complying to food safety and quality as
well we've got the operational chapters
which are uh assets facilities and uh
management which is where we have a the
capability to make sure that all of our
assets are uh capable and up and running
with the minimum amount of downtime
working with key Partners outside the
organization and an example within the
technical chapters um which uh hopefully
most of you are familiar with where we
have a variety of different capabilities
that I'd like to think Paul will talk uh
uh with um later on uh shortly in terms
of what that means and how we organize
ourselves today so so far I've given you
the tribes and the center of excellence
where we are asking uh the areas across
our business are um set up with a
mission to deliver on some objectives
and key results also meeting targets of
kpis and we also have chapters that are
allocated to work across the Enterprise
where we have a strong representation
across 40 chapters in total that uh are
building the right capability uh to
ensure that we are effectively in
service of the organization and what I'd
like to talk to now is if we could move
to the next SL is an example of where we
actually have um uh the channel
tribe where we have the areas in which
we're organized ourselves where we have
squads and teams that are um designed
organized to make sure that they are
delivering to our quarterly key results
and um we also have um
in each area the accountability of each
area where not only have we got the
squads and we have some teams constructs
but we also have our chapter areas where
their capability is best homed within
the area of Channel um as uh it best
represents uh the uh capabilities
required for that area
so um our video would have brought to
life that just a little bit better in
explaining it so I
um think I might pass to Paul who
hopefully can bring to life for the tech
tribe and explain the difference between
what a squad is what a team is and what
the chapter lead role is and if I will
then make sure that throughout the rest
of the presentation uh that uh we've got
provide that Clarity for our audience
who are less familiar with the structure
than we are so next slide and over to
you Paul to provide an overview of how
you run on the tech tribe today thanks
the tech tribe the best tribe at
7-Eleven I might be a little bit biased
but yeah so this is the technology tribe
um and we're kind of split into two
areas so um we have what we call the
digital area um which I'm the area lead
for and then we also have our core Tech
area um and really um the difference
between those two is within digital at
the moment it's sort of our uh I guess
customer or digital channels experiences
and um the craft that uh really supports
some of that um and then within Drew uh
my sort of counterpart within uh his
area core technology it's really the the
core technology that is supporting the
heartbeat of the business so if you
think about our Erp our Point of Sales
Systems our Cloud environments um so you
know really critical functionality that
um you know those teams uh really
supporting our stores opening every day
and and the um millions of transactions
that that go through our business so the
difference here between um a uh I guess
a a squad um so you can see in my area
I've actually I've got three squads
there um probably the one easiest to
talk about is in the middle so we've got
sha who leads he's the PO so our product
owner for our my 7-Eleven app team um
and they own our my 7-Eleven app
experience um and the feature and and
some of the platforms that support that
experience so their objective on a is is
around how do we D drive um customer
engagement um and obviously transactions
through that mobile app
experience and then we've got Eddie
who's a chapter lead and he's our
technical engineering chapter lead so he
um is a considered so anyone that is a
product owner or a chap lead or team
lead is considered a leader within
7-Eleven um and his role is about is is
kind of twofold if I was to sort of um
split it into two aspects one what's the
Strategic uh I guess um guidelines that
are driving tech technical engineering
craft across the business so how are we
making sure that we're consistent in the
approach that we apply across the
business but also he's the people leader
for anyone that is in that chapter
so they might report into they might sit
within a a squad um but actually um
their team or people leader is is Eddie
as a chapter lead so he's there to help
them um and Hazel will will show you
later on our kind of contribution model
so how do they develop their craft and
move from um different levels within the
business and and um and also uh as our
priorities change uh if they're better
suited to a different Squad elsewhere um
so that's kind of the role that a the
chapter lead
applies we've only got one team in in
technology and the difference between I
guess a squad a squad you're kind of
delivering um a customer outcome that
might change over time um and um you
know it it could be very dependent on
what is our Enterprise
okrs the the um I guess the role that
that Squad might play May change and
adapt over time whereas a team I guess
is much more the way that we kind of um
look at a team is they have very um
repeating tasks so obviously they need
to get better at those those kind of
tasks but day in and day out they've
really got a heartbeat that is
consistent um within the work that they
do so you can see in the bottom right
there Alec um he leads our Technology
support services so um some of that is
um you know what is the the techn ology
that's supporting our support office um
and the issues that might present within
our corporate offices um but then also
and more critically he's when we have an
incident um they're the team that jump
in to help um I guess guide the incident
response um whether that's a technology
or another I guess um you know could be
a um security incident within the
business that we need to manage in a
very you know thought out well um uh
driven process and they would support um
whatever Squad within the business uh
that issue um sits within so that kind
of hopefully gives a little bit of a a
demonstration about why they would be
considered a team um versus a uh Squad
that might be setting uh a a goal um to
achieve a certain outcome by the end of
the quarter um because obviously Alex
work is very dependent on the heartbeat
of the business and could change so he
needs to be adaptive to that versus
I might hand back to Hazel yeah amazing
thank you um so what we've shared with
you so far just as a quick recap with
the the tribes that Paul's talked about
in the center of excellence with the
fact that we organize ourselves into
areas to for a span of control break
with the the size and scale of our
business so that we have got manageable
amount of teams and squads that are uh
living in an area like Paul has with uh
the appropriate uh chapters homed uh and
led by chapter leads in their area
what's on the screen now is a visual on
how we organize ourselves through
engagement uh with our ceremonies and
forums throughout the quarter that allow
us to work towards um a sequence of
events in a consistent way and there's a
nice balance of making sure that we are
always planning for the following
quarter at the same time as we are
executing on our commitments to deliver
to the key results so what we have here
is at the top is the uh practice and
ceremonies that the Enterprise uh are
constantly working towards planning um
over the quarter and therefore we've got
the um the the leadership team the uh
the the SLT um planning for and making
sure that they are setting the uh
targets for the following quarter we
have a series of um meetings to prepare
for the following quarter which you can
see are always allocated to the um this
the Sprint five and Sprint six um of
which there's six Sprints in each
quarter running for two weeks each and
we don't change the the the um the
length of a Sprint they are always over
a fortnight um evaluated period and um
and where necessary we um we our
executive would check in um on a weekly
basis as to how progress was uh how we
were um progressing with both the
delivery and the the planning throughout
the qu so that we effectively deliver
and plan for the following quarter so
that's the um the Enterprise level of
where the executive um are uh involved
in planning and uh
tracking what you can see in the middle
tier there however is a lot more uh
ceremonies that are established as the
base of which we need to uh make sure
that we are uh tracking within our areas
and knowing that what we committed to at
the start of a of a of a six Sprint
period and for the full quarter that uh
there aren't anything that within the
trading conditions that uh are causing
us to Pivot or there might be something
that uh impedes or blocks us from
delivering as we originally intended and
what you can see there is that we've got
what we call our our product owner syns
the PO syns and that's an opportunity to
make sure where an area has a group of
squads that are working towards the same
key result that they are swarming coming
together to evaluate their individual
Squad work to make sure that they are
all on track to deliver to the outcome
and that's our opportunity to make
changes if there are uh resources
required to Pivot in and and be
reallocated to work that has come in to
be either more important or there's a
reason where we need to um allocate
resources to support and get another
Squad back on
track you can also see in the middle
section there we talk about big room
planning and um that will come and be
more clear when I talk to the quarle uh
Business Review planning process um
that's coming up shortly however there's
also a place there where we have
showcases and um what we do throughout
the quarter depending on the type of uh
key result and the delivery that we're
working towards will depend on how many
showcases we have but uh rather than
have uh traditional meetings and
somewhat might say for meeting sake uh
we have uh the opportunity for each
Squad each team each area to Showcase to
the business the progress on their work
and also work that they have completed
and they can happen not just at the end
of the quar but throughout as in when
they have work complete also means that
um we're not always working in
showcasing Perfection there are many
moments where we invite our teams to
Showcase work in progress so that
they're Gathering feedback from the
business and not just in their area um
throughout the development of either the
product or it could be an initiative
that they're deploying and it's allows
for full transparency as we indicated at
the start as one of our key values for
the way that we
work there's also in that middle section
um the the acronyms uh we have many of
them but it's uh P CL AC we call it the
polac and uh it's the product owner chap
toen agile coach who come together to
evaluate the effectiveness of our people
throughout the K so where the PO sync is
all about making sure that we're on
track for the delivery we also create a
really meaningful moment where we're
evaluating that our our chapter members
who've been allocated to work are being
evaluated so that the product owner has
an opportunity to provide feedback to
our chapter lead who is the owner of the
craft and that the agile coach who is
involved in many of the ceremonies in
this section are able to offer also make
sure that they're facilitating an
effective conversation and contributing
and adding feedback to through their
observations of how Squad members um
have been um behaving and uh
contributing to the
work and of course down at the bottom of
this slide is the ceremonies that the
squads um have adopted uh to make sure
that they are working effectively um
uh within the Sprint uh within the week
within the day and so what we see here
is there are um I'm sure there are many
of you on the call that have adopted
daily standup um where we then looking
at uh making sure that through the daily
standup checking on the work that the uh
the squads members are uh targeted uh
for breaking down their work from a key
result into a um a an epic to a feature
to a story and they break it down to
potentially the task that they're going
to uh talk about what they're going to
deliver that day and uh and return the
following day and um uh report on
whether they've managed to deliver on
their work quite often there is an
opportunity to talk about where they've
got blockers and the squad will swarm
around to support um the the squad
member who's looking for help and so
they'll put down something in order for
to make sure that they can prioritize
and ensure the squad deliver on all of
their commitments there's also what we
call the backlog refinement where on
occasion squads are working faster than
was originally uh planned in their work
and therefore there's an opportunity to
continue to look at what's in the
backlog and pull out the next uh the ne
next uh deliverable uh that needs to be
um uh the next initiative that needs to
be worked on and so they're constantly
prioritizing and looking at as a squad
as a team on what that delivery needs to be
be
like I said at the start um there's
there's the squads are constantly
looking at what they've got to deliver
to and also um they are looking at what
they need to plan for for the following
Sprint there's also a point there where
we talk about our retrospectives and we
more commonly known as Retros for
ourselves and what the agile coaches do
is that they take time at the end of a
Sprint for the squads to um review what
how they've worked together for that
Sprint valuate the work that they've
delivered so again it's coming to a
place of how well have they worked
together but also have we lived our
values collectively as well and behaved
and operated um you know choosing that
right mindset and uh giving feedback um
in a really constructive objective way
and so what they do with those retos is
take some key learnings and take some
actions into the following Sprint to
make sure that they're constantly
looking at how they can work better
together um throughout each Sprint I
might say though that over the time that
we've been working together in an agile
way there have been occasions where a
squad don't need to do Retros every at
the end of every Sprint and choose a
better Cadence of retro at the end of
every month and as we get to talking
about tracking uh for team Health we'll
talk about the quarterly check-in as
well that was quite a lot to get through
there but it's really important that not
only is uh the the the planning for the
way that we work but how we organize
ourselves to get the most out of
constantly monitoring and checking and
uh on our our deliverables that we're on
track and also that we um it informs the
way that we plan for the following
Maria so Paul has already mentioned that
um I I would uh come back to the the
people model that uh enables our our
chat leads to effectively um assess our
people and make sure that uh we are
developing our team members in order so
that we've got the right capability and
the right capacity to allocate our
resources across the Enterprise at any
given time and so therefore we have
changed the way in which we um pay our
people and when we flip to a new way of
working we also changed the uh the way
in which um all of our employees have
been uh allocated to uh craft and also
we don't have position descriptions
anymore we have um allocated our people
to effectively being assessed to the
contribution level in the organization
that aligns nicely to the the payo that
that um is relevant to to that uh to
their capability and so we simply
allocate all of our people to capable
skilled expert master or Guru across the
Enterprise and and um therefore what
we've heard a lot about is the uh the
chapters uh that everyone is aligned to
but in addition to your craft we talked
about um uh the um the the category team
for example someone who has um you know
been recruited into our business to uh
make sure that they are the owner of all
of our tobacco as a category we would um
make sure that for the level and the uh
importance of um anyone who is a uh a
category manager and we would assess the
uh the contribution and the complexity
to a particular role and assess where
they would sit on the contribution model
but we also um assess everyone and set
the expectation on the behaviors and the
skills attributed to everyone's
leadership capabilities as well as their
business Acumen and so it is a really
good healthy way to get balance on not
only what people need to do to deliver
on their work but recognizing they have
the right tools and business Acumen to
apply the and support and enable their
craft and that how they go about it from
leadership of self or Andor leadership
of others is also assessed by the
chapter lead and um when we think about
a chapter lead and their time that they
spend working with their chapter members
they're they're the governance of The
Craft that Paul mentioned to make sure
that uh they have got all the right
uh the skills all the right policies to
follow the procedures to follow and so
we call that good governance of The
Craft but it's also making sure that
we're identifying any risks um through
the way that we uh deliver on our craft
throughout the organization and looking
at the ways that we can continuously
improve the delivery of our craft so
what that means is as we know we've got
um AI coming into our world we've got
certain skills and capabilities that we
can actually look at how we might
optimize and uh make sure that uh we
co-pilot with um Technologies to help um
help us support us with those repetitive
tasks and that we have our chapter
members you know focused on more value
adding work so the chapter lead has an
opportunity to continue to look at how
they can improve the the craft and the
contribution uh across the Enterprise as
well and so whilst the the product
owners have uh an opportunity to sync
together we ALS also have our chapter
leads who create time and space to meet
with their chapter members and um come
together making sure that they're always
learning from each other and that they
are through learning Retros making sure
that they're sharing ideas across you
know where they've been working and uh
they're learning from each other
learning in their work and that the
chapter lead is um embedding a good
learning uh practice in in their role as
well thanks Maria
might move into the next section now and
I'm really conscious of time we're going
to run out of being able to answer the
questions so I'll do my very best to go
through this a little bit faster um
Maria I might ask you to go to slide 18
just to keep the momentum um for what uh
what I'd really like to bring to I thank
you we've already talked about the um
the way in which we organize ourselves
and uh the way that we plan through um
the uh a quarter where we con
concentrate on what the squads have to
do to deliver on the work and also what
they do to have to prepare and plan for
the following quarter and so the the the
qbr the quarterly Business Review uh
translates into um making sure that uh
we plan relative to what is our
long-term strategy and uh of course we
talked um about our ambition at the
start and at the moment our ambition has
got a a set set of targets where we're
working towards uh delivering um our
strategy to 2030 and so on that basis
we've got uh all of the different areas
who've got um their plans um that work
towards what that uh what that um what
we're going to do to deliver on our
strategy and that's broken down into
from delivering to 2030 what that means
on an annual basis and so therefore when
we're thinking about our planning on a
uh to um for each quarter we're anchored
to what each of the areas of our
business have laid out in the road map
for for the annual uh annual priorities
and the kpis that we need to deliver to
as well and so that's what informing uh
the uh the SLT and what they're aligned
to to make sure that when we communicate
the business what what we plan to do for
the following quarter it's anchored to
the strategy it's anchored to the annual
plan and um so therefore um everything
that we do visualized here is linked to
um the company
objective and key results that we sign
off that each tribe is able to deliver
to and communicate what each Squad is
broken down to make sure that each of
their KS at a squad level talk to the
tribe talk to the um the the company KS
for that
quara when we think about what does that
mean um as well as delivering to the
work I might get you to move to the
following slide Maria thank you we break
down our planning in into uh six key
phases sorry three key phases of uh the
quar um and when I talk to uh in a
quarter we've got six Sprints this is
all at the second half of the quarter
where we start to get into preparing for
the following quarter as you can see
here we've got a a pre-planning phase
we've got a phase where we um invite the
the the squads and the teams to um be
clear on what the company key results
are and so they therefore we've got the
executives agreeing on what the
priorities are we then go into what we
call Big Room planning where all of the
tribes and the squads are um swarming
around what they need to do to plan for
the following quarter so that they are
really clear on the resources that they
are going to need to deliver on the
following quarter so we've got the
planning phase in the light green the
memo phase and then the finalization
phase and throughout the whole time of a
uh a three-phase period per we are
constantly looking at uh assessing
whether we have the resources um through
demand and Supply across the business
for the capabilities that we need to
make sure that we are not overc
committing and over promising on what we
might set up for the following quarter
and there are occasions when we get to
what you can see there is 3.2 for
Marketplace we get to the uh The Forum
whereby uh it is the tension in the
system where we've got different areas
potentially um uh one might say
comparing for the same resources that
sometimes are uh are scarce or in high
demand and it it does um does create an
opportunity for us to effectively assess
whether we are being realistic about all
that we're trying to achieve in uh in a
qua and so by the time we get to the um
our executive finalization meeting we
are um asking for potentially some
resources that are
shortterm contract or we're making a
good conscious decision to stop work
that's planned so that we can prioritize
something that's more important to the
business more important because we need
to deliver on our budget for that year
or more important because we actually
need to look at our strategic long-term
plan and if we don't get something
started we know that we won't deliver
and enable other work um for example
that might be um if we don't have the
effective supply chain place we can't uh
create opportunity for food growth in
our sales um would be one that we would
have dealt with two years ago as tension in
in
system um I might uh if we could go to
slide 21 Paul and I might get you to
bring to life what that means in um in
your space uh in reality for the techch
when they go through the planning phase
yeah can do and I saw there was some
question around what is the memo phase
so um so you know on the left here we've
got Angus our our CEO sends out a memo
um at the start of the QV process which
is just to add a little bit more color
and context to um to you know what are
our current challenges what do we need
to overcome and and and what should we
really be focusing on to deliver great
customer outcomes so that at the top
when everyone sees our company okrs
which are a little bit more brief right
so there's an example there which is in
our sort of um th stream of brand and
advoc advocacy um to be first choice in
convenience it's rounding achieve a
digital scan rate of 20% through um
certain activities so um angus's memo
just gives a little bit more context to
why we're focusing in the areas that we
that we are post those Enterprise okrs
um uh all the tribes and Coes would set
about looking at well what are our obje
and key results that we need to set for
the quarter to help achieve that outcome
um so from that 20% transaction scan
rate there's an example there that we've
looked at with needing to release new
offer related capabilities by a certain
date to help achieve that um and then
underneath our squads within um so you
heard me talk about the my 7-Eleven app
team um so that's some of their um Squad
objectives and key results which then
lad down from that around um how are
they looking at maybe increasing the
Redemption of the seventh visit reward
mechanic um to 30% in the app um by the
25th of June so um and that was looking
at how are they going to tweak that
feature to try try and get more people
redeeming their free reward um when they
do get it um so that's an example of the
memo phase the memo is really focused on
how do we get a clear view of what we're
setting out to achieve in the next
quarter back to you Hazel
yeah thanks Paul and um into the next
slide after that that would be great thanks
thanks
Maria so just to recap this is all about
how do we how do we track for our
performance um what we've talked about
from the start is making sure that we
are tracking for our delivery and also
making so that's how do we make sure
that we've got a healthy business and we
work well and also making sure that our
employees are engaged our employees are
uh promoters of our emps our employees
uh well-being and psychological safety
and their learning and growth are all
metrics that we are tracking and so
we've got productivity and performance
and we've got team Health uh next slide
Maria thank you um the first thing that
we look at at a quarterly basis is did
we or did we not deliver on those key
results that we uh set ourselves out to
do and um I think at the start I I
highlighted that in January when we're
looking at at the prior quarter we had a
63% achievement rate and I think the
highest we've ever gotten to is
80% and there is a an objective view
that says you can um set yourself too
many key results to deliver to and and
um therefore too many uh means that
you're not prioritizing effectively or
you might not actually set yourself
enough key results and uh you're making
it too easy for yourself so we We There
is a healthy tension in the system to
make sure we get the balance right
however 63% achievement um across the
Enterprise is uh not as good as we would
like and sometimes within the system we
look at the how the tribe are delivering
their key results relative to the
company ones and also how do the each
Squad perform again sometimes um in in
the system we can see that not all Squad
KS um if there's a higher percentage of
achievement uh at a squad level tells us
we might not have all of the key results
at a squad level prioritized up with the
comp company level um and sometimes that
works because we have squads that are
focused on being compliant and the right
to operate and it's important that we
deliver against key results that are not
always linked to the company key results
but it allows us to effectively evaluate
where there might be opportunities to be
even more productive and effective we
also have learned over time that we need
to understand what were the reasons for
not achieving our key results and some
some key results are because of uh
macroeconomic conditions that are out of
our control but quite a lot of the time
it's because we just didn't plan well
enough and uh sometimes we didn't have
the resources available that we said we
would in time to deliver I'm sure that
is familiar with um uh any traditional
way of working in another organization
but this allows this to be extremely
transparent and holding our um our teams
to account um and learn from so that um
for the following quarter we uh you know
we don't necessarily um make the same
mistake twice um next slide thank you
Maria which actually is just a
representation of what I said earlier
about measuring where um we get the
right balance of the number of key
results that we set ourselves up to
achieve and if there's too many then uh
that percentage of achievement there's a
Tipping Point and that's relative to you
know the company tribe and uh and Squad
deliverables as well thanks Maria next slide
slide
actually can't believe how long we've
been talking I thought we'd create more
time for uh questions at the end what we
also wanted to make sure is that um
whilst key results are there to make
sure that we are constantly um
delivering on work to meet our kpis or
we've chosen specific key results in
order to change and improve our kpis so
we have both our key result um delivery
uh also side by side with um where we
are at with our kpis and this would be
an example of a quar where you can see
not everything is green and uh this is
something that is transparent and
visible to our employees across the
organization on a week- toe basis as
well as uh how we evaluate everything
collectively and where there's
correlation at the end of the qu so
that's the business performance side and
uh how we are delivering um what is a
representation here is all the elements
the key people and performance metrics
that we consider when we're looking at
the health of our teams health of our
Squad and health of our tribe and areas
so listed down the left hand side there
are all the elements that allow the
teams to effectively measure both the
the delivery and team health check and
um oh I might get you to bring to life
what that means in the tech tribe for
when you're looking at uh both uh
delivery and people performance
thanks yeah so I guess um we obviously
have our employ net promoter score if
you just go to the next slide Maria um
each each Sprint which um gives us a
really good um measurement on um how our
employees are feeling and and feedback
so you can see that at the bottom right
but every quarter we do a team health
check um so all the technology squads
you can see there are in the Middle
where they individually um do a health
check with um the agile coach and I know
someone asked around um psych safety
it's where a lot of those insights come
up and it helps us sort of lad it up and
understand how are we working what
continuous Improvement do we need to do
in the next quarter and what do we need
to focus on to get better and if you
just go to the next slide Maria we're
also trying to push that a little bit
further and and a lot of the people on
this call might might see that there's
some familiar language there so um adro
has been a great way for us as a tech
tribe to um plan our work um but to be
more efficient in how we do that we're
really now starting to dig into you know
what is our flow of work so the sooner
principles and are we actually you know
delivering value within those and and
being safer around what we're doing so
this is very new for us we're just
experimenting with this dashboard across
some of our Tech squads um but already
starting to see some really good
insights and if you just flick on to the
next one Maria we've got one more slide
that Hazel finish off
on yeah so what's the time for now where
are we at what have um what have we got
ahead um from many of you may or may not
know that um 7-Eleven uh Australia now
under new ownership and uh uh we are
part of our 7-Eleven International
entity uh which is um owned by both the
Japanese and the the us but effectively
we're now part of the the whole uh
International family and uh so with new
ownership become uh creates the
opportunity for us to uh make sure that
we uh share uh the way that we work and
the Integrity of our design is uh upheld
and sustained not only so that uh we can
share the way that we work and our new
owners understand it and integrate into
our way of working but also that um we
we do have change ahead and it it likely
means that we have uh not only our our
ambition to deliver to 2030 but there's
also an opportunity where we um we need
to look at what 7-Eleven International
new owners want to be our our our growth
uh as our growth strategy so I would
imagine that uh the way that we work and
uh how we look at our structure will
need to evolve and uh and it's my job
with the agile coaches to make sure that
we continue to maintain a sustainable
environment and uh as you saw all of
those metrics allow us to uh track and
monitor the effectiveness as we go so
the design integrity and the a simless
integration is our Focus um we have a
people strategy that we are clear in
order for our way of working to continue
to evolve thinking about artificial
intelligence and the role that that
plays in making sure that we can
continue to be product uh that our
productivity and our efficiency and
Effectiveness uh sees through the
changes that we make um looking at how
we unlock capability and the way that we
will evolve our business agility is
critical so that we continue to um
perform uh at in an optimized way and
making sure that we uh still deliver on
the fundamentals of the way that we work
I put prioritize prioritize prioritize
because in this way of working it um we
are constantly trying to do more than we
can realistically deliver and that's a
great thing because we have an appetite
and an energy to go as fast as we can
and deliver in as much to deliver on our
ambition but sometimes we uh overcommit
and so the uh we are constantly um uh
forever in the s of getting the right
balance of what we prioritize for and
make sure that we can deliver on a quara
and that we have the right Resources
with the right capability in order to
deliver on that so um that's about Good
Housekeeping and that never changes uh
even though we've been on the journey
all this time those things still still T
stay true
um thank you for listening and I look
forward to hopefully being able to
answer any questions in the short time
we have left amazing thank you Hazel and
uh Paul we have uh ticked on 6:00 should
we are you both okay to hang on for
another 5 10 minutes to have a little
bit more chat for those that for those that
that
can yep yeah absolutely yeah just not
able to see the questions so clearly on
my phone Maria sorry so I'll I'll be
guided by uh what um what you think's
best yeah y absolutely I'm just um as
I've been in presentation mode I'm just
looking for through them now uh
so let me pick up a good one here we've
got one uh from Thomas and I might just
read it out Thomas just for a sake of
time um how much agency do the chapters
have over what's inside them can they
redefine them are they more like
stewards of the value
streams um no they're not they're not
stewards of the value streams um they
are uh definitely the um the owners of
the the craft and they are absolutely
got a uh a budget they are working and
operating within however the best way to
say is that we have an Enterprise
capability plan that allows us to look
forward to the shape of the capabilities
we're constantly looking to need to
invest in um those chapters and crafts
that are emerging and so when we set the
budget at the at the start of the year
we are clear on where there are chapters
that must and have to have constant
investment in them and they're those
that we need to hold and maintain and
then within each chapter we are looking
at uh a chapter leads accountable to
make sure that they are looking to where
they can build and develop the
capability within their chapter there
are those that are looking where they
need to boost uh through contract or
short-term Investments and and then
there are sometimes there's bot as well
if you think about the continuous
Improvement there so we are certainly
looking um yes in principle the are the
Ste of making sure that craft is in
service of the business but not so much
cross value streams and I would say that
that is definitely where the areas are
accountable for making sure that um the
uh the uh the delivery of the value and
the product sits within the squads and
the areas to deliver on that if
hopefully that answers the question
effectively that Thomas if you're still
there let us know but a followup to that
one is uh do the chapter leads spend all
their time uh leading the chapter or in
the chapter or do they split the role
with something else yeah great question
and Paul touched on it slightly but
depending on um we've got a number of uh
the the sort of optimal number of
chapter members in a chapter would be 10
and so therefore uh you could imagine
that a of that chapter leads would spend
50% of their time making sure that they
are focused on developing the craft and
governing the craft and then the other
uh 50% of their time it's it's it's um
rough number um depends on the where
they have to work in squads and support
the delivery of the key results for the
squad and uh we talked about the
contribution model it is usual for a
chapter lead to be at an expert or a
Master Level and so therefore given that
they are the leader of the craft it's
quite common for a chapter lead to be
part of work that is more focused on
strategic delivery as well so um so yes
it's 50/50 as the sort of rule of thumb
and so that they can invest in both execution delivery and development of
execution delivery and development of their people as
their people as well
well beautiful um Gabby's got a question on
beautiful um Gabby's got a question on how do 7-Eleven assess the uh the things
how do 7-Eleven assess the uh the things that you need what tool do you use for
that you need what tool do you use for um you know demand capacity management
um you know demand capacity management so that you can highlight the tension in
so that you can highlight the tension in the system how do you enable
the system how do you enable that yeah great question we have um oh
that yeah great question we have um oh yeah go Paul you can to answer that yeah
yeah go Paul you can to answer that yeah I'll talk to that sort of part of an
I'll talk to that sort of part of an area R and uh um there's definite
area R and uh um there's definite tension in the system so as a as a squad
tension in the system so as a as a squad is um putting their or creating their
is um putting their or creating their objectives and and key results for the
objectives and and key results for the quarter for each objective that they
quarter for each objective that they have in their squad they need to put
have in their squad they need to put what resources that they require and
what resources that they require and it's generally do they need more
it's generally do they need more resources than what's readily available
resources than what's readily available in their team already so that's whether
in their team already so that's whether it's or funding and that all goes into
it's or funding and that all goes into our qbr um I guess memo that that is
our qbr um I guess memo that that is reviewed and generally it's the role of
reviewed and generally it's the role of an area lead especially in the current
an area lead especially in the current market conditions is it's about
market conditions is it's about tradeoffs so if we're over we' got over
tradeoffs so if we're over we' got over Demand on on chapters we need to talk
Demand on on chapters we need to talk about what are the priorities across the
about what are the priorities across the business and what do we need to go back
business and what do we need to go back to squads and say actually no this
to squads and say actually no this quarter you need to deprioritize that
quarter you need to deprioritize that work because um either we've got to move
work because um either we've got to move resource to another Squad um to support
resource to another Squad um to support um that activity so um that's the
um that activity so um that's the process we use aurea devops so that
process we use aurea devops so that actually all gets loaded into um
actually all gets loaded into um Microsoft aure devops as a tool so I
Microsoft aure devops as a tool so I know some businesses would use jir or
know some businesses would use jir or Confluence but we use um devops and and
Confluence but we use um devops and and that helps us sort of populate that um
that helps us sort of populate that um into into the right context for for
into into the right context for for review within the
review within the forums so punkish has got a a red hot
forums so punkish has got a a red hot one for you then as an extension then
one for you then as an extension then Paul so for the resources that are uh
Paul so for the resources that are uh Specialized or the ones that they're a
Specialized or the ones that they're a few of them so therefore high in demand
few of them so therefore high in demand how do you then manage uh how do you
how do you then manage uh how do you manage
manage that yeah it comes back
that yeah it comes back to it's it's it's it's a hard one right
to it's it's it's it's a hard one right um and but it comes back to is the squad
um and but it comes back to is the squad objective and key result supporting the
objective and key result supporting the Enterprise okr so is it is it you know
Enterprise okr so is it is it you know linked to the most important and also
linked to the most important and also what's going to drive the highest so a
what's going to drive the highest so a lot of our discussions at the end have
lot of our discussions at the end have to come down to what's going to drive
to come down to what's going to drive value in quarter and trying to get that
value in quarter and trying to get that balance between strategic work that
balance between strategic work that might be multiple quarters ahead um or
might be multiple quarters ahead um or in in in quarter benefit as well for
in in in quarter benefit as well for customers so um and it it really is um
customers so um and it it really is um we call it uh Marketplace um because it
we call it uh Marketplace um because it is a bit like a Marketplace one of the
is a bit like a Marketplace one of the forums that we have where you you you're
forums that we have where you you you're discussing those tradeoffs at an area
discussing those tradeoffs at an area level to try and get to an outcome um so
level to try and get to an outcome um so we try not to put any think through to
we try not to put any think through to SLT unless it's really critical for a
SLT unless it's really critical for a decision at the
decision at the end maybe just uh one last one um are
end maybe just uh one last one um are there any quote unquote and this is from
there any quote unquote and this is from Damian are there any quote unquote
Damian are there any quote unquote traditional uh practices which you have
traditional uh practices which you have yet to address so like funding models or
yet to address so like funding models or anything like
anything like that wow um a big question because um
that wow um a big question because um I'd love to get to a place where we
I'd love to get to a place where we think more agile about the way that we
think more agile about the way that we do seed funding to you know for
do seed funding to you know for experiments and where we might get
experiments and where we might get projects up and running so love the
projects up and running so love the example of you know where where might
example of you know where where might Finance be but uh all of the four tribes
Finance be but uh all of the four tribes and five cent of Excellence all work
and five cent of Excellence all work within the quarterly business planning
within the quarterly business planning process and that we all have both squads
process and that we all have both squads and teams who organize themselves in
and teams who organize themselves in that way though we don't have a
that way though we don't have a traditional area of our business
traditional area of our business but I'd love to get to a place where we
but I'd love to get to a place where we look at how we might think about
look at how we might think about releasing funding more effectively than
releasing funding more effectively than we do today so that we can test and
we do today so that we can test and learn faster um but it's not about
learn faster um but it's not about traditional or not um yeah there we
traditional or not um yeah there we go I think that might be a nice way to
go I think that might be a nice way to end well thank you thank you Hazel and
end well thank you thank you Hazel and Paul thanks everyone for staying on a
Paul thanks everyone for staying on a little bit longer um from all the uh
little bit longer um from all the uh feedback in the uh chat everyone's very
feedback in the uh chat everyone's very very appreciative and uh and recognizing
very appreciative and uh and recognizing that it sounds like it's been a journey
that it sounds like it's been a journey but also uh impact and outcomes
but also uh impact and outcomes delivered so congratulations to you all
delivered so congratulations to you all and the teams um so we might uh leave it
and the teams um so we might uh leave it there then and thanks
there then and thanks everyone thanks Maria thank you take
everyone thanks Maria thank you take care
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