Running a food shop is simple in theory. You need to make sure there’s food on the shelves, there are colleagues available to help customers if they need it, and you’ve got to make sure customers can hand over their money when they want to buy something.
In fact, running a branch of a supermarket is pretty complicated. Even within that first statement, ‘make sure there’s food on shelves’, there’s a whirlwind of complexity. Getting food on the shelves involves logistics like knowing when a delivery is arriving, best before dates and in house baking.
At the beginning of March we completed a 3-week discovery to find out how we could make life simpler for our colleagues in stores. After the success of the Product Range Finder, one of our previous alphas, we wanted to find other opportunities for us to help. Now, we’re at the end of the discovery phase and we’ve proposed 14 alphas that we could work on.
Here’s how we got to this point.
Getting the right team together
We needed the right mix of people working together. It was just as important for us to collaborate with people with first-hand experience of the shop floor as it was for us to work with people with digital skills. The ‘Leading the way’ team from the Food business joined us. The purpose of their group is to help colleagues ‘go back to being shopkeepers’ by taking away some of the administration involved in running a store. Four of them joined the Co-op Digital team for the whole 3 weeks, and importantly, 3 of them had been area managers or shop managers within the last 12 months. Like we did for the first 3 Food alphas, we teamed up with digital product studio ustwo too.
Learning how things work in store
During week 1, we had around 20 colleagues from the Leading the way team come and work in Federation House to map out what happens in a Co-op store, and what goes into running one day to day.
We learnt about everything from walking around the store in the morning, ‘facing up products’ and cashing up, about what happens to unsold magazines when the issue expires, and a whole lot more. The purpose of the workshop was to uncover any assumptions. Doing this meant that anyone who didn’t have first-hand experience in store could get a decent understanding of how things work which in turn meant that our research would be less biased and more thorough.
Using filters to figure out potential
In our first week we also set up some team principles and some filters to evaluate each alpha idea on.
“Yes” ideas were ideas that we thought were good enough to carry forward to the alpha phase. Each one would:
- have a clear user need
- have potential for lasting value
- empower colleagues and decentralise processes
- keep colleagues on the shop floor
On the other hand, we had some ideas we wanted to ditch. “No” ideas were the ones that:
- had a poor effort to value ratio
- would add to colleagues’ workloads
- didn’t actually need a digital solution
Week 2 and crossing the half-way point
In the second week of the discovery we spent around 30 hours in store doing ‘Lend a hand’ which is exactly how it sounds: we lent a hand to colleagues. We interviewed them and their store managers in different parts of the country. We also interviewed customers, to find out what they like about Co-op, and what they think could be improved.
After each store visit and interview, we shared what we’d learnt with the rest of the team, and we started to see themes emerge from the things we were seeing and hearing from colleagues.
We used those themes to create some prompting questions which we then asked over 60 Food colleagues at ‘sketching sessions’. For example, one of the themes that came out of the feedback was that it’s not always clear to colleagues how they can progress their career at the Co-op, so we asked colleagues at the sketching sessions “how can we help staff to progress?” They’d then draw something in response.
Here’s an example sketch in response to the question, “how can we sign up customers for membership at the store?”
By the end of the sessions, colleagues had produced a whopping 562 sketches.
Getting our priorities straight
We put them all through the filter and managed to whittle the ideas for solutions down to 41. Then we fleshed them out, before prioritising them by asking:
- How risky is the idea?
- How much evidence for the opportunity do we have?
We figured the sweet spot was where we had both evidence and low risk. After looking at the 41 ideas through that lens, we got to 14 – a more manageable number!
Where we’re at now
Last week we presented back our ideas to the wider team.
Now it’s up to the Leading the way team to figure out which they want to go forward with, because we won’t be doing 14 alphas all at once. Just like last year’s discovery, we found a lot of opportunities, but we know we’ll solve a problem best if we can solve them one at a time.