[02:39] Nina starts out as a consultant rather than a lawyer by chance.
[03:10] Nina gets a great range of experiences as at McKinsey.
[04:05] Nina finds herself drawn to integrative problems that don’t have easy solutions.
[05:01] Consulting was a new sector and the apprenticeship model shaped Nina’s experience and training.
[06:50] Nina learned to be resilient as she developed more understanding about her strengths.
[07:53] After years advising companies, Nina really wants to run a business with scale.
[08:35] Nina explores a wide range of opportunities as she chooses to transition to an operating role.
[10:01] It was initially hard for Nina to transition to a gritty business fixing plumbing and appliances.
[11:20] Nina accompanies the engineers and learns how to diagnose her own washing machine.
[11:42] The strategy work that led to building a tech-led business with a customer acquisition advantage.
[12:30] Transitioning to Hive was a steep learning curve, finding ways to make decisions quickly.
[13:22] By focusing on the functions that matter most, Nina can meet customers’ needs—even with limited resources.
[15:06] Nina joins the John Lewis Partnership in Feb 2020—very new in her role as the pandemic starts.
[15:59] Nina’s context when the business and its customers are going through significant changes.
[17:08] Difficult strategy work is involved to change modes of selling, delivery, and customer interaction all at once.
[17:40] Nina was challenged and inspired, experiencing the essence of JLP’s DNA.
[19:01] JLP's employees own the business, so it's personal and change initiatives require care.
[19:30] “Love” and “trust” are words frequently associated with John Lewis and Waitrose brands.
[21:04] Employee co-ownership has three important dimensions: knowledge, power, and profit.
[21:34] Partners’ right to transparency has a powerful of effect on the organization in many ways.
[24:13] Founded in 1864, the Partnership has a surprising purpose that encompasses partners’ happiness.
[25:08] The purpose was recently expanded to include customers and communities with 12,000 partners actively contributing to the internal democratic process.
[26:26] Social mobility was very important to the Founder, John Stephen Lewis.
[27:06] How talent mobility works at JLP enabling partners to develop breadth in their careers.
[27:36] Considering the challenges facing the retail sector globally and exploring greater diversification for a well-trusted brand.
[28:42] Diversification to ensure continued quality earnings leads to exploring the JLP’s large asset base while the UK is experiencing housing shortages.
[30:45] JLP’s two existing successful retail businesses must be sustained while creating options for the future.
[31:31] The development of a cohesive employee ownership culture during and post pandemic.
[32:20] JLP’s general approach to workplace flexibility.
[33:36] JLP has no return to the office mandate, respecting teams’ different needs and letting them figure out what works.
[34:08] Nina observes experimentation and tensions during this transition as people change their lifestyles and work habits.
[36:05] Nina wonders if their least experienced employees can learn well in hybrid configurations.
[38:20] John Lewis’ purpose must be considered when developing strategies and making decisions.
[39:07] John Lewis spent $56 million pounds on UK farmers in the last year as a purpose-driven decision.
[40:03] The housing business being developed is also purpose driven, creating community for residents.
[40:30] Other initiatives also reflect that the driving force is not simply to maximize profit.
[40:59] Customers don’t just want to buy products from businesses, they want to know what a company stands for.
[42:00] With a distinctive standpoint, diversity at John Lewis sends a signal about what is possible.
[42:54] ‘It’s Not Okay’ partner-created film highlights the conversation about greater diversity and inclusion.
[43:45] Nina feels strongly about inclusion, growing up in the UK during the ‘70’s and experiencing ‘otherness’.
[45:06] IMMEDIATE ACTION TIP: Transparency—the sharing of information and access to senior leaders—is very powerful, using an internal democracy to improve what you choose to do and how you do it.