Marks and Spencer Group PLC is something a great British institution that started life in 1884 as a stall on the Kirkheit market in Lids. Fast forward to 2025 and business led by chairman Archi Norman and CEO Stewart Malis uses something Renaissance. The cost of the stock is currently 343P and has increased by 345% over the $ 13 billion ($ 16 billion) compared to $ 10.1 billion ($ 12.6 billion) in 2020.
However, this was not always the case; For many years, M&S has fought, experiencing from one crisis to another, taxing the abilities of even the most experienced operators, such as the last chairman of Lord Stewart Rose.
In 2016, Steve Row became the CEO and quickly realized that the business became excessively bureaucratic, had a complex corporate structure and had an incomprehensible subscription. In 2018, he reported that M&S is “behind the digital curve”, that clothing requires more work on “style and value”, “insufficient performance”, which has “ineffective supply chains” and that the store’s property “is not suitable for the future”.
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M & S RANK on Fortune 500 Europe
Indeed, modern and then chairman, Archi Norman, was transferred to say in 2018, “this business is on a scorching platform.”
Something had to change, and Row undoubtedly laid the basics, only in 2022 Machic in 2022 entered the CEO. But what was the strategy for this? How can you expand as big and as complex as M&S?
High-performance culture management is one part as M&S is redesigned for growth, which also includes the acceleration of the store rescue program, the supply chain upgrade and use, digital and technology to make the best decisions and offering better service while maintaining a strong balance and investing for future growth. Is told by mechanization Wealth“High-performance culture is an important part of our transformation-nne needs a culture that is closer to customers and closer to our colleagues. And we need to constantly raise the talent bar. We are making progress, but there is much more when we build a culture we need to remake M&S.”
He continued: “I often talk about how we need to protect the magic of M&S and upgrade the rest. And in fact, this is what is going on the basis of our strategy today – protecting the heritage of what M&S makes us, but if we really realized that we also need to modernize business and speed up the rate of change.”
The idea of what causes high performance culture can be found in the fact that the director of the people Sarah Findlater spent three months, working in the M&S store to “better understand the problems faced by colleagues in the store.”
she said Wealth“What it meant was a twisted sleeve, practically seeing things from different perspectives and listening to the feedback so that we can make a M&B even better place to work and buy.”
“Culture is the key that will unlock the next stage of our transformation,” she continued.
The existing one is M&S, closer to the customer program, which requires all colleagues from the store support center (official head office) spends at least seven days each year while working in the store. In 2025, it was expanded so that all new carpentry store support centers start their careers in M&S, working in the store starting from a few days to a month.
The machine added: “When I joined M & S six years ago, there was a very defensive culture, and constructive feedback was not perceived enough. The business is very different today, and now that there is a problem, not who is guilty, but in understanding what went wrong, and find out what we can do the next time. To be, and that he went wrong, and learned that we can do the next time we want to build.
And it seems strategy works.
The latest share price forecast for the next 12 months, Shows a High of 475.00 and A Median of 447.50 and, Account to Retail Analyst Nick Bubb, “M & Recent succes in 2025, thanks to its significant investment in creating impressive food halls and the Development of A ‘Weekly Shop’ Food Range, As Its Stronger Multi-Channel Positioning In Garbin ‘.
Summarizing this, Findlater said: “I have taken everything that I learned from my time back to the Center for Support. That’s why we are so focused on management of culture that is closer to customers and closer to colleagues, because only then can we realize problems and opportunities.”
Originally this story was presented on Fortune.com
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2025-03-27 14:14:00
Andrew Busby
