The governance model of John Lewis and
how it ensures board effectiveness
Harriet Hounsell
Head of Organisation Development and
Learning Development
John Lewis Partnership
Agenda
John Lewis Governance
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•
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The history of John Lewis
Current governance
Organisational character
Context 2010
Discussion topic
Clarity of Purpose
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Why is this important?
How this links with governance
Leadership
Discussion topic – As leaders of your universities do feel your organisations
have the right skills and culture to develop your institutions
for the future?
History of John Lewis
John Lewis Partnership governance
………….this gives us a distinct organisational character!
The context in which we operate has shifted and we have
embarked on significant change programme and invested in
key functional skills
Profit Gap
‘Era of Austerity’
We also refreshed our democratic character through
re-shaping the role of Partnership Council
• Hold Chairman to account
• Make key decisions
• Influences policy
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‘….We should be inspired by our history, not constrained by it’
Discussion topic
How are you planning to consider the future governance arrangements
for your organisation?
Agenda
John Lewis Governance
•
•
•
•
•
The history of John Lewis
Current governance
Organisational character
Context 2010
Discussion topic
Clarity of Purpose
•
•
•
•
Why is this important?
How this links with governance
Leadership
Discussion topic – As leaders of your universities do feel your organisations
have the right skills and culture to develop your institutions
for the future?
Clarity of Partnership purpose
‘……..the happiness of all its members, through their worthwhile and
satisfying employment in a successful business'
……..‘The most trusted retailer where customers love to shop and Partners love to work’
John Lewis Division
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Partners should gain personal satisfaction by being members of a co-owned
enterprise in which they have worthwhile, secure and fulfilling employment.
•
The Partnership should recruit and retain loyal customers
and maintain our reputation for outstanding value, choice, service and honesty.
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The Partnership should make sufficient profit to sustain our commercial vitality,
to allow continued development and to distribute a share of profits each year
consistent with Partners' reasonable expectations over time.
We refreshed our governance to meet our purpose
But it has meant we have had to look and our skills and culture
We have had to ‘refresh’ our leadership skills
Strategic Vision
Investing for longer term sustainable growth
& strong legacy
Transformational
Change
Enduring Legacy
Retaining the core purpose and
cultural spirit of the Partnership
Revitalising and
growing
the character and
culture
of the Partnership
Disciplined Execution
Delivery of short term profitability and competitiveness
The key to successful leadership today
is influence, not authority.
Ken Blanchard
The task of the leader is to
get his people from where
they are to where they have
not been."
‘Management is doing things right;
leadership is doing the right things.“
Peter F. Drucker
Discussion Topic 2
As leaders of your universities, do you feel you have the right skills and
culture within your organisation to develop your institutions for the
future?
Thank you