Connecting the people, work and leadership decisions behind retail and consumer-goods execution
Retailers, FMCG companies and consumer-goods businesses can invest in technology, redesign processes and set ambitious plans for growth and transformation. Those plans become real only when the organisation has the people, capability, workable jobs, managers and decision structures required to execute them.
Across two days, two stages and six focused blocks, the People, Culture & Leadership Forum connects workforce planning, skills and frontline work with manager capacity, organisational responsibility and change adoption.
DAY 1 | FROM WORKFORCE AVAILABILITY TO WORK PEOPLE CAN PERFORM
Day 1 examines how retailers, FMCG companies and consumer-goods businesses secure the people they need, build the capabilities changing work requires and design frontline work that can be performed reliably.
Workforce, Skills & Frontline Work
Plan the workforce. Build capability. Design work people can perform.
WORKFORCE → SKILLS → FRONTLINE WORK
1. Workforce Planning, Availability & Flexibility
Plan workforce demand across stores, warehouses, factories, field teams, customer service and central functions. Decide which roles must remain stable, where capacity can flex and how permanent, temporary, internal and external workforce models should work together.
Outcome: A workforce that is available, capable and able to perform the work reliably.
DAY 2 | FROM MANAGER CAPACITY TO CHANGE THAT STICKS
Day 2 examines what managers need to lead, how responsibility should be organised as work changes and how organisations turn change into trusted daily practice.
Leadership, Organisation & Change
Support managers. Clarify who owns the work and decisions. Make change part of daily practice.
MANAGERS → ROLES & DECISIONS → ADOPTION & CULTURE
1. Managers, Priorities & Team Leadership
Give managers clear priorities, decision space and time for their teams. Strengthen leadership through practical support, coaching, feedback and the removal of low-value work that keeps managers away from people and operating reality.
Outcome: Managers who can lead, responsibility that is clear and change that becomes normal work.
Day 1 establishes whether the business has the people, capability and workable jobs required to execute. Day 2 establishes whether managers, teams and the wider organisation can lead, organise and sustain the changes that execution requires.
