1. Nourish our employees.
1.1. LONG TERM
1.1.1. Launch regular salary review and engagement survey for employees.
1.1.1.1. WHO
1.1.1.1.1. Team leaders from HR, management associates, hourly employees, and all other levels across the organization
1.1.1.2. WHAT
1.1.1.2.1. Project with deliverables
1.1.1.3. WHERE
1.1.1.3.1. Digitally and by paper ballots
1.1.1.4. WHEN
1.1.1.4.1. Q2 2020: survey launch
1.1.1.4.2. Q3 2020: Results collected
1.1.1.4.3. Q4 2020: Results reviewed with senior management
1.1.1.5. WHY
1.1.1.5.1. Organization finding it difficult to inspire employees, afraid of layoffs after Amazon acquisition
1.1.1.6. HOW
1.1.1.6.1. Asking critical questions to uncover employee insights, including successes and failures at all different levels of the organization.
2. Change technology perception.
2.1. LONG TERM
2.1.1. Launch of technology-focused project that better integrates Whole Foods Markets into a customer's home.
2.1.1.1. WHO
2.1.1.1.1. Team leaders from IT, IT manager, VP of IT, marketing manager, VP of Marketing
2.1.1.2. WHAT
2.1.1.2.1. Project to harness updated technology to integrate Amazon Prime's membership technology into Whole Foods Market point of sale system. Possible ideas for future consideration include smart refrigerators and Alexa/app integration
2.1.1.3. WHERE
2.1.1.3.1. Nationwide grocery chains, corporate headquarters, at customer's homes
2.1.1.4. WHEN
2.1.1.4.1. Q4 2020: December 7, 2020 brand refresh and marketing campaign to launch
2.1.1.5. WHY
2.1.1.5.1. Continue to provide perceived value to customers leveraging Amazon's cutting edge technology and systems.
2.1.1.6. HOW
2.1.1.6.1. Digital channels, leveraging Internet of Things and Smart Home technologies.
3. Activate the organization.
3.1. SHORT TERM
3.1.1. Training in creative problem solving and design thinking.
3.1.1.1. WHO
3.1.1.1.1. Executives, senior management, consultant
3.1.1.2. WHAT
3.1.1.2.1. Foundations in CPS, Design Thinking. Teaching the leadership members the basics of both techniques.
3.1.1.3. WHERE
3.1.1.3.1. Off-site location, away from headquarters
3.1.1.4. WHEN
3.1.1.4.1. During Q3 2019
3.1.1.5. WHY
3.1.1.5.1. Familiarize the leadership team with the techniques and show how these frameworks can increase creativity and innovation in the organization.
3.1.1.6. HOW
3.1.1.6.1. Engage CPS and Design Thinking Consultants to facilitate the training
3.1.2. "Refresh" the Whole Foods Market mission statement and identify three problem statements
3.1.2.1. WHO
3.1.2.1.1. Executives, senior management, consultant
3.1.2.2. WHAT
3.1.2.2.1. Mission statement and problem statements; current mission statement: "Our purpose is to nourish people and the planet. We’re a purpose-driven company that aims to set the standards of excellence for food retailers. Quality is a state of mind at Whole Foods Market."
3.1.2.3. WHERE
3.1.2.3.1. Off-site location, away from headquarters
3.1.2.4. WHEN
3.1.2.4.1. During Q3 2019
3.1.2.5. WHY
3.1.2.5.1. Ensure the organization is solving the right problem and better positioning for future growth, with creativity and innovation in mind
3.1.2.6. HOW
3.1.2.6.1. Engage CPS and Design Thinking Consultants
3.1.3. Prepare the organization's project management office (PMO)
3.1.3.1. WHO
3.1.3.1.1. Executives, senior management, consultant, project management office - managers and leads
3.1.3.2. WHAT
3.1.3.2.1. Foundations in CPS, Design Thinking. Teaching the leadership members the basics of both techniques and facilitation.
3.1.3.3. WHERE
3.1.3.3.1. At corporate headquarters
3.1.3.4. WHEN
3.1.3.4.1. Q3 2019, immediately - as soon as August 26, 2019
3.1.3.5. WHY
3.1.3.5.1. Familiarize the project management leadership to drive projects by CPS and Design Thinking methodology
3.1.3.6. HOW
3.1.3.6.1. Engage CPS and Design Thinking Consultants
3.2. MEDIUM TERM
3.2.1. Develop a cross-functional advisory board.
3.2.1.1. WHO
3.2.1.1.1. Team leaders from HR, R&D, Marketing, Supply Management and executive sponsors
3.2.1.2. WHAT
3.2.1.2.1. Board of cross-functional members that will meet regularly
3.2.1.3. WHERE
3.2.1.3.1. At corporate headquarters and remotely
3.2.1.4. WHEN
3.2.1.4.1. Q4 2019: No later than December 8, 2019
3.2.1.5. WHY
3.2.1.5.1. Address status and progress with change initiative on a monthly basis
3.2.1.6. HOW
3.2.1.6.1. Clear and transparent communication between senior executives and PMO leads/management
3.2.2. Develop, review and receive approval for draft project plans based on the CPS framework.
3.2.2.1. WHO
3.2.2.1.1. Team leaders from HR, R&D, Marketing, Supply Management and executive sponsors
3.2.2.2. WHAT
3.2.2.2.1. Project Deliverables
3.2.2.3. WHERE
3.2.2.3.1. At corporate headquarters, remotely, and across nationwide grocery stores
3.2.2.4. WHEN
3.2.2.4.1. Q1 2020: No later than February 21, 2020
3.2.2.5. WHY
3.2.2.5.1. Plans to put the CPS and Design Thinking frameworks into action for the organization
3.2.2.6. HOW
3.2.2.6.1. Implementing effective project management strategies and methodologies
3.2.3. Communicate updated mission and opportunities for the organization.
3.2.3.1. WHO
3.2.3.1.1. Team leaders from HR, R&D, Marketing, Supply Management, executive sponsors, management associates
3.2.3.2. WHAT
3.2.3.2.1. Road-shows to be held as town halls across the organization
3.2.3.3. WHERE
3.2.3.3.1. Corporate headquarters, nationwide grocery stores
3.2.3.4. WHEN
3.2.3.4.1. Q1 2020: No later than March 31, 2020
3.2.3.5. WHY
3.2.3.5.1. Promote alignment across the various levels of the organization.
3.2.3.6. HOW
3.2.3.6.1. Clear and transparent communication
4. New year, new us - change price perception.
4.1. LONG TERM
4.1.1. Launch brand overhaul and marketing campaign in support of brand.
4.1.1.1. WHO
4.1.1.1.1. Team leaders from Marketing, marketing manager, VP of Marketing
4.1.1.2. WHAT
4.1.1.2.1. Marketing Plan
4.1.1.2.2. Refreshed brand
4.1.1.3. WHERE
4.1.1.3.1. Digital channels, print channels, environmental design/signage
4.1.1.4. WHEN
4.1.1.4.1. Q2 2020: Marketing Plan reviewed and approved by CPS Advisory Board
4.1.1.4.2. Q4 2020: December 7, 2020 brand refresh and marketing campaign to launch
4.1.1.5. WHY
4.1.1.5.1. Organization finding it difficult to bring customers into the store and shedding "Whole Paycheck" moniker. New branding will revitalize brand, and emphasize lower prices for more price sensitive customers.
4.1.1.6. HOW
4.1.1.6.1. Interactive campaign, with new website, logo, tagline, print collateral, environmental design. This will be paired with lower prices.