���Partnering for Success in an Enterprise Transformation ���

Paul Hayes, Head of IT Delivery, John Lewis Ricardo Campos, Delivery Director, Oracle

Agenda

• John Lewis – Who We Are

• Programme Q and Pioneer

§  The Role of Pioneer in JL’s Retail Revolution

• Who Makes the Pioneer Team

§  The role of the Software Provider delivery teams

• Partnering for Success

§  Do’s & Don’ts

• Closing note

JOHN LEWIS - WHO WE ARE

150 years of retail history

150 Years

Our first store

Birmingham

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John Spedan Lewis and his Principle 1

The Partnership's ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment

in a successful business

Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its

rewards profit, knowledge and power

What really matters - still matters in a world being changed by technology

Never knowingly undersold since 1925

PROGRAMME Q AND PIONEER

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Omni Channel retail is right here, right now

Over 60% of johnlewis.com

customers buy in JL shops

56% of johnlewis.com sales were “Click&Collect” in

December 2014

65% of customers research online

and buy in a shop

30% of customers research in a shop

and buy online Shops remain vital to the majority of

customer journeys

We are opening a new flagship store in Birmingham in

2015 Over 50% of johnlewis.com traffic is from mobile (28%

2012)

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What John Lewis understands INSIGHT 1: Omni channel shopping needs to be seamless and frictionless across channels – we believe in ‘Bricks and Clicks’

INSIGHT 2: Pretty front-ends online and on mobile are useless without back-end technology and supply chain excellence

INSIGHT 3: You have to manage the whole business as a single entity not as competing channels since that's how customers see us

INSIGHT 4: Digital driven innovation matters in a world being changed by technology

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Why Programme Q?

2. The supply chain is becoming increasingly

expensive

1. Our stock is harder to manage

3. Our competitors are improving

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To address this, Q’s strategy falls into four key themes

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What will Pioneer give us?

NEW Oracle Retail system

Phased replacement of core Merchandising and Buying

systems

Better tools for Partners

Item

How products are structured and managed

Improved Pricing and promotions management

One version of the truth for sales and stock

information

Know where our stock is and being able to accurately track it

Information we can trust

A simpler way of doing things

More Information in Purchase Orders

Launch Deals and Rebates

Improved Allocations and Replenishment

Improved Forecasting

Branch/DC processes

WHO MAKES THE PIONEER TEAM – THE ROLE OF ORC

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Who makes up the Pioneer team?

ORC – Advisory Services

• Provide proactive advice and guidance to John Lewis and their SI as to the right approach to the different aspects of their Oracle Retail implementation

• Identify project risks, pitfalls, improvement opportunities and assist with the resolution of key solution decisions and conflicts affecting the Oracle Retail Implementation as well as individual work streams

Extend the ‘Oracle Partnership’ from Software to Solution

Scope Definition - Activities Requirements

Engineering

•  Validate requirements against Base Product

• Challenge non-base requirements

Functional Analysis •  Ensure alignment with

Business Objectives and End-State vision

•  Perform modification and impact on upgrade path assessment

•  Reduce complexity

Architecture & Design

• Design oversight

•  Industry leading practices and Standards adoption and adherence

Integration

• Keep End-to-End Processes and Data Flows tightness

•  Promote consistency of processes across the footprint

PARTNERING FOR SUCCESS – IF THE GARLIC CRUCIFIXES AND STAKES DON'T WORK WHAT NEXT?

The Dilemma

The Vendor Trust us, we’re the only ones who love it and know how it really works.

They (the SI) will encourage you to customise – that’s how they make their money.

The SI Trust us, we’re the ones who will give you what you really need.

They (the vendor) will not tell you what it doesn’t do.

Do’s

Build rapport with the product development team to understand the future development priorities of the product

Take time to understand the product set and the billable components that are required to deliver any given functionality

Establish what role the Vendor will play in the design and QA activities and be clear

Be honest about the strengths and weakness of the product set, face into the solution gaps early to contain scope/cost/timeline

 

Be prepared to challenge AND be prepared to be challenged

Don’t

Expect one part of Oracle to know, understand or communicate with another. ���

Ask why RMS still uses Oracle Forms������

Fall into talking in Oracle Dev language of Mods, UDAs and Flex fields. This limits thinking about other ways to tackle problems���

Expect “just a stamp of compliance”. The engagement needs to be material enough to make a difference and allow Oracle an active voice in the programme

CLOSING NOTE

John Lewis Largest UK example of worker co-ownership: 84,000 Partners

Oracle Retail Assuring the quality of the Oracle solution together with John Lewis and their System Integrator

System Integrator Prime responsibility to deliver the Pioneer Programme and Oracle Retail Solutions deployment

A Relationship based on TRUST