“It surprised me how quickly Project One got a handle of the challenges and the programme shaped and under control. The governance and structure of the programme were very good.” Neil Borer E-Commerce Director
Harrods operates in the luxury end of the retail market where offering customers the wow factor and a unique experience is key. For over 150 years, Harrods has had a rich heritage of driving service excellence through investment and innovation in the customer experience. Consequently, Harrods customers are extremely loyal. They are also widely spread across the globe and cannot always visit the flagship store in Knightsbridge, London. Therefore, growth via other channels, such as online, is critical. The percentage of international customers shopping online has grown steadily over the last five years. Offering the same experience across all channels, including online, and reaching out to those customers that do not live near the store became paramount to meet customers’ needs and expectations. Expanding the e-commerce business and becoming truly omni- channel was critical to the next stage of the Harrods journey.
Delivering a business transformation: from an IT re-platform to an omni-channel programme
Digital Transformation at Harrods In June 2015, Harrods requested Project One support to help re-enforce the programme to ensure it was a truly omni- channel business transformation. While the transformation programme started in the e-commerce department,
The customers’ needs are moving at pace and the challenge for Harrods was to deliver a new platform that could respond to market dynamics and changes to customer behaviour. With this goal in mind, Harrods embarked on a re-platform programme in October 2014. E-commerce requirements were outlined; Technology applications and IT suppliers were selected.
Harrods looked to Project One to provide additional programme leadership capability to scope, shape, mobilise and execute an integrated transformation in the business and IT.
Harrods recognised that to fully achieve their ambition, a cross- departmental programme of work and staff mobilisation was required.
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