As improvement activity grew at Currys, so did the number of ideas.

Phil Knowles shares what happened when that pipeline became harder to manage, and how focusing on specific operational challenges, with clearer governance and faster feedback, helped create the conditions for improvement to work across the business.

“If colleagues only see the polished success stories, then they assume that failure is unacceptable.”

In this episode:

00:00 Introduction and the challenge of scaling improvement
01:57 Why improvement was inconsistent and reactive
05:23 Building a bottom-up framework across 2,500 colleagues
08:12 The metrics that proved it was working
11:22 The gaps in the sustain model and early rollout
14:41 When the ideas pipeline becomes the problem
19:14 Moving from generic ideas to targeted challenges
22:38 Keeping change relevant across different teams
25:11 Outro

Making improvement work across the business

Building momentum is a significant step. Our performance improvement consultancy supports organisations to put the structure, clarity, and capability in place to sustain improvement at scale.

Explore Consultancy: https://pmi.co.uk/consultancy/

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