Arezzo&Co
Digital transformation and vision of the future with a focus on customer experience .
Challenge
The shopping mall industry has been disrupted around the world, with players striving for greater innovation and collaboration. In 2018, brMalls, the largest group in the segment in Latin America, sought to transform its culture to thrive in an increasingly digital and consumer-centric consumption environment.
There was a need to foster new organizational habits that would create an intrapreneurial mindset among employees, with greater agility, collaboration and adaptability.
What have we done
Diagnosis of culture and organizational system
Co-creation of the desired culture, from behaviors to incentive chains and performance indicators
Co-creation of 30 possible initiatives as a backlog of culture and ways of working linked to the digital transformation strategy
Lean cycles operation with 4 squads developed to solve 4 major areas of mapped opportunities, with implementation carried out in 10 weeks
Development and implementation of a mentoring program for 6 executive directors of the company with innovators, entrepreneurs and market executives
Lean test design for the entire backlog including business case and feasibility study
Development of metrics framework for people analytics and performance analysis
Internal recruitment, onboarding, training and ritual management of teams of multipliers
Network articulation and ongoing training for 12 months in the implementation of the transformation until the teams achieve autonomy
830
Employees impacted in person
50% increase in company investment in digital transformation generating returns of +1000% for the company in the medium term
90 days to implement the digital transformation area with 10 squads
6 months to implement the omnichannel structure through a dedicated squad
highlights
4 GRANDES ENTEGAS
1
Transforming values and strategy into tangible and measurable behaviors
two
Recruitment and training of a group of multipliers for innovation and intrapreneurship
3
Implementation of hybrid and remote work systems (still in 2019)
4
Development and implementation of a 3-year culture and transformation roadmap
1- Transformation of values and strategy into tangible and measurable behaviors
INTRODUCTION OF GOOD PRODUCTIVITY PRACTICES AND DISTRIBUTION OF INCENTIVE KITS
We use design thinking and proprietary methodologies Templo to develop and distribute posters, booklets, cards and other materials with good productivity and meetings practices, in order to arouse the interest of employees and encourage new practices aligned with the values and vision of the future outlined by the company. From there, incentives such as rewards, remote work and flexible hours were implemented.