The governance model of John Lewis and how

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 • • • 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?

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 ü ü ‘…. 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 • 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. • 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