The client was experiencing substantial growth, but their merchandising organization had not kept pace. While they had consistently invested in buying teams, the planning and product development / sourcing teams were under supported and misaligned. Additionally, the buying, planning, allocation, and development teams were all siloed and lacked clear understanding of cross-functional roles and responsibilities, causing duplication of work efforts or failure to complete some key activities.
This environment made it increasingly difficult to build and successfully execute meaningful strategic plans. The siloed nature of their teams also created challenges in developing internal bench strength and providing meaningful career paths for associates, which negatively impacted long-term retention.