Marks & Spencer Report: Leadership, Development, and Sustainability

This report provides an in-depth analysis of Marks & Spencer (M&S), covering key aspects of its business operations and strategic initiatives. The report begins with an introduction to M&S, highlighting its history, mission, and vision. It then delves into the development methods employed by M&S since 2016, focusing on the strategic importance of digital platforms and online customer services. The report examines the leadership styles of Steve Rowe and Archie Norman, evaluating their impact on M&S's performance and growth, including a discussion on the challenges faced by Rowe in the face of changing market dynamics and the adoption of transactional and transformational leadership approaches. The analysis also applies the Change Kaleidoscope model to understand change leadership within M&S, examining contextual features such as time, scope, and capability. Finally, the report identifies M&S's sustainability strategy, outlining the company's plans and targets up to 2025, emphasizing its commitment to reducing emissions and promoting a zero-waste business model. This report offers valuable insights into M&S's business strategies and leadership approaches.

M&S
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Contents
INTRODUCTION...........................................................................................................................3
Methods of Development................................................................................................................5
Leadership Styles.............................................................................................................................6
Change Management.......................................................................................................................8
Sustainability.................................................................................................................................10
Conclusion and recommendation..................................................................................................11
REFERENCES..............................................................................................................................13
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INTRODUCTION
Marks and Spencer is based on the multi-national retailer with headquarters in London, UK
that specialises in selling various kind of goods and services. Mainly, it involves home items,
food products etc. Company was listed on the London stock exchange and constituent of 250
index, having previously been in creation until 2019. M&S was established in 1884 by Thomas
spencer and Michael marks. In recently, it has been operating 959 physical store across the UK,
including 615 that only sell food items and advertising in marketplace.
This documentation will discuss about the some key facts about Marks and Spencer’s and its
current business status. Identifying the mission, vision statement for organization. This report
will describe about the development method which is mainly used by M&S since 2016.
Furthermore, this documentation will focus on the leadership style for both Steve Rowe &
Archie Norman, identifying importance within M&S business growth and development.
However, It will discuss the Change Kaleidoscope, sustainable strategy implement in the
business in environmental development.
Key Facts-
The key facts about the M&S to comparative restated for adoption of 16 Leases and their
effects of right issues. At some point, it also provide the wide range of financial services
including credit cards, current accounts, saving, mortgages and insurance.
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Share price related information is delayed by at least 15 minutes-
Marks & Spencer Mission Statement-
 The primary mission of M&S is to make inspirational quality in context of good and
service which become accessible to others.
Marks and Spencer Vision Statement-
 To enhance the best quality of standards against in which others are measured in proper
manner.
 To increase the production and sales in global marketplace
 To implement innovation within business process and maintain quality value, service,
innovation and trust amomg potential consumers.
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Methods of Development
Identify the actual real methods of development, which have been used by M&S Since 2016
In Marks and Spencer, Staff members are operating a business which include food,
clothing & home by using M&S as owned brand model. It is mainly focused on the delivering
the best quality of product at great value for money (Mustafee, Harper and Onggo, 2020). The
M&S has been committed to transform business and ensure that once again M&S can fulfil all
potential brand need or requirement. Afterwards, it can utilise to achieve long term success and
maintain profitable growth among investors, colleagues or communities.
Since 2016, M&S has announced the intention to close the stores in the international
marketplace. In this way, A net change of Euro5.3m has been recognised in which reflecting on
the actualization on the previously estimation. In response to the ongoing pressures impacting on
the retail industry. M&S should focus on the strategic approach and turn into the online market
share. Afterwards, it has been revised the future projections for certain United Kingdom stores.
Marks and Spencer is concerned about the development method in context of real time
which needs to make M&S.com platform that support and inspire potential consumers. However,
they can select to shop, end to end digital capabilities and skills across the business. M&S has
been a business that need to offer online customer services. Digital platform is one of the most
effective strategic method of development which have been used by M&S Since 2016.
Analyse the strategic importance or significance to M&S.
M&S is based on the UKs leading retailer, having 600+ physical stores in the home
country and more than 200 stores across the global world. This kind of retailer is well-known
and always maintain quality of goods and services. Usually, M&S are trying to achieve its lower
product price or cost (Annie, 2020). In order to put more values for money in their product by
obtaining maximum advantage, benefits with include limited resources. M&S is also maintain
the position itself as value for money brand, admit which become more expensive.
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In today’s world, Strategic analysis of M&S and gain more importance to minimise price or
cost of goods. Sometimes, it has been suggested their supplier to import or export goods and
services.
 M&S has been considered the same resources as its core competitors but they have
managed or controlled use their resources, differentiate from others. For Example- M&S
can establish the same kind of physical stores in UK as Sainsbury’s, ASDA etc.
 M&S can increase market share in UK with own products, also maintain the unbeatable
quality standards. Its primary vision is to increase production and sales in marketplace. A
company should consider as autocratic structure to improve the overall business
functionality. Sometimes, staff member is also taking a quick decision when required or
provided the more accountability.
Leadership Styles
Discuss about the leadership style for both Steve Rowe & Archie Norman, evaluate their
importance to Marks and Spencer.
A leadership style refers to the characteristics of leader’s and behavior when motivating,
directing, and guiding and also managing groups of individual people. A great leader can inspire
or motivate the political movements and social change.
Marks and Spencer set out its latest turnaround effective plan by using transactional
leadership style. It can help to achieve its organization’s goal by ensuring high performance and
maintain constantly by its team member at each levels (Kim, Jung and Jang, 2020). This type of
leadership style is basically suits with specific nature of enterprise where every staff members is
dedicated to handle the multi-task. In 2017, Archie Norma become chairman and also work
alongside with Rowe. Who become CEO in 2016. Within three decade, it has been rapidly
increasingly business performance in context of growth and development.
According to the given case study, a great leader in M&S to focus on design effective
strategies, which helps for maintaining a quality of standards clothing at reasonable price. When
Steve Rowe took over in 2016, he was adapt as transformation leadership style for increasing
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overall business profitability. At certain level, he was faced a number of challenges regarding the
age of fast fashion. Different former fashion designer is directly hitting the M&S for its ugly and
ill-fitting range. In this way, M&S has faced the issue related the low availability at different
stores. In recent time, there was the rise of digital sales. Therefore, Rowe has been director of e-
commerce at M&S, focused on the improving the overall business production and sales. This can
possible when consider as transformation leadership style.
As per case study, Director of M&S can focus on the investment of Euro 2.3 billion
programme in the digital retailer. Thus, targeting the potential audience, who really want to
purchase products by online platform such as official site. In 2016, Online sales amounted to
about 10%-20% of total clothing, against 40% of similarity positioned British retailer such as
John Lewis.
Moreover, Steve Rowe faced cost problems. In M&S, it had 302 full-line physical stores
scattered around different United Kingdom. Company had recently moved into prime locations
and international sales still only amounted to around 10% of sales. This can possible when Steve
Rowe set out the specific problem in different ways by using transformational leadership style. It
can support for changing the overall business performance and efficiency.
In 2017, Archie Norman was new chairman of M&S. he was renowned as deal maker and
retailer, changing the overall business processes (Kim, Jung and Jang, 2020). Generally, he was
used the transactional leadership style or hand on style as business run than with a proper
agreement. Norman’s appointment brought various kind of top management changes, including
as new directors and enhance clothing business by using digital technologies. In order to promote
online or digital awareness among consumers. Usually, First strategy based on the presentation
under as new management policies and procedures. It continuously transforming the suitable
plan in which describing the leadership style.
On the basis of discussion about leadership style for both Steve Rowe & Archie Norman
within case study. in this way, Evaluating the Significance of leadership style is improve high
performance in which achieve its current business goal and objective. According to the given
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Case study, an efficient leaders such as Steve Rowe & Archie Norman, which handle the current
business situation through leadership style. Usually, it can be used contingency, transformational
leadership style in the Marks and Spencer at different levels.
Change Management
By using Case study, apply the change Kaleidoscope and understand the style of change
leadership.
As per given study, it has been identified that Rowe would lead first successful M&S
food business and then troubled clothing enterprise before making as CEO in 2016. He was
focused on the overall business long term success (Yildiz, Møller and Bilberg, 2021). On
appointing Rowe as Chief Executive, he was tried to improve quality of product and service. It is
always talking about the sub-standard packaging, re-arranging its shelf display when visiting its
local physical stores. Analysis that change the overall business activities by using leadership
style. Rowe as Chief Executive, always believed to the change within management process while
renowned the M&S.
Apply the change Kaleidoscope at M&S
The change Kaleidoscope was mainly developed by Julia Balogun & Veronica, which
help to manager of M&S to design an effective standards (Annie, 2020). Sometimes, it also
focused on the sensitive approach to change the overall business in term of growth and
development.
In M&S, Steve Rowe have been applied the Change Kaleidoscope model into three different
ways: Strategic Change, formulating a change plan and interventions. These are consider three
important approaches in order to do some necessary change in the Marks and Spencer.
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Figure 1 the change Kaleidoscope
Contextual features of Change in M&S-
Time- In M&S, time will change in which requires to understand as moderate level. Other
executives, staff members are no feeling about any kind of association. These are only focused
on the modern advancement within organization.
Scope- innovation change will influence the manager of M&S where they have been established
as progressive structure. Additionally, group of management have been split into different
categories and assign suitable tasks for every individual people (Choudhary and Piparo, 2020).
Usually, chief executive such as Rowe and Norman’s have used the transactional change in the
M&S.
Preservation- In M&S, manager and other executive have focused on the challenges which is
mainly identified in the complex business process. In this way, directors of M&S will change the
association with other people while implementing as creative change innovative idea in the
workplace.
Diversity- in Marks and Spencer, it has been gathered different layers of association. The change
will compel at certain gathering of people. in order to handle the business activities.
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Capability- The management group has been splitting from teams. It may bring more change in
order to handle the ability of staff members. Afterwards, it will be creating a proper structure in
context of business expansion.
Capacity- Individuals from M&S, who have been experienced to handle comparative change.
Manager has conveyed a diminishment of 10%-20% in annual basis.
Readiness- It has been blended with administration group in which accepted any kind of
changes. Each and every workforce can be appeared to be frightful what change could occurs by
Chief executive in M&S.
Power- In M&S, it has been restricted to the independence whenever, it would be changing and
permitting any kind of assessment. In this way, it has been setup objective to execute the overall
business plan.
Sustainability
Identify (real) ‘sustainability strategy’ which is M&S’s plan up to 2025
Marks and Spencer is planning to re-launch a sustainability strategy so that they have
been introduced new roadmap for its plan. Therefore, it is primarily focused on targets to reduce
emission by 80% and company improve its Zero waste business. The sustainability strategy in
2012 reflect as changing the environmental as well as social needs (Sughra, 2019). In 2007, it
has been started just beginning to promote corporate strategy in order to focus on the primary
duties towards environmental condition or situation.
Plan a 2025, it will be building on the major success of first 10 years programme and
always support 1,000 social communities. By using sustainable strategy, M&S will help 10
million of people through environmental commitment. Furthermore, flagship goals of sustainable
strategy which include specific aim to make all M&S packaging. Through this way, it promote
the awareness among customers regarding environment improvement. Afterwards in 2022, it will
be representing as widely recyclable in term of food waste by 2025. This can help to minimize
operational emission by 80% as comparison in 2017 and also approved by environmental
authorities.
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Understand the objectives of this plan and evaluate their strategic importance (significance) to
M&S
The primary objective of ‘sustainability strategy’ plan A 2025 which means that improve the
overall environmental degradation. This kind of strategy will give a confidence to embrace a
sustainable future. Plan A 2025 is now applicable for future in which a truly maintain the
sustainable within M&S, can partnership with different stakeholders, customers. Who have
improved their own positive opinion or view point. Through this plan, it has been identified the
importance of strategic based sustainability strategy that will help to address significant
questions for which establishing a strong collaboration with others.
As important part of caring the overall planet and their commitments, M&S has setup their
specific science based target, adopt a zero waste model by 2025 (Sughra, 2019). In this way,
M&S can achieve their desirable goal or objective such as: Make all M&S follows Packaging
widely and recyclable by 2022, Reduce the emission of greenhouse gases emission and
slowdown in proper manner.
Conclusion and recommendation
Conclusion
In above discussion, it has concluded strategic management plays important role in M&S,
which can help to analysis, planning, monitoring and assessment of all essential needs for
business. This report is based on the M&S in which identifying its current business position in
global marketplace. Therefore, identifying key facts about Marks and Spencer’s and its current
business status, Also examine the suitable mission, vision statement for organization. In this
report, it has been summarised about the real development method which is mainly used by
M&S since 2016. Furthermore, it can be identified the leadership style for both Steve Rowe &
Archie Norman, identifying importance within M&S business growth and development.
However, implementing the Change Kaleidoscope, sustainable strategy in the business to
increase the importance in the marketplace.
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Recommendation
Strategic planning and implementation is the challenging but in most of enterprise
process. For M&S, it has been suggested to use within business processes. It will be designed the
both virtual as well as formal team to lead business process. Each and every department of M&S
can establish a strong connection between them (Sughra, 2019). In this way, it become easier for
handling the complex business situation or condition in proper manner. Sometimes, it just takes a
few couple of internal sample to identify what make thing happen. Therefore, it will need to put
for summarised the overall performance in front of them.
Moreover, it is very important to measure the overall performance, which already
defined, team member recommend just implementing suitable methodology such as balanced
scorecard. Also aligning with classic perspectives. Mission, Vision of M&S can start with its
current priorities in order to handle the particular complex task in proper manner.
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REFERENCES
Book and Journals
Annie, R.P., 2020. 4 Strategic management practices in ready-made garments industry in
Bangladesh. The Economic Development of Bangladesh in the Asian Century: Prospects
and Perspectives, p.93.
Annie, R.P., 2020. 4 Strategic management practices in ready-made garments industry in
Bangladesh. The Economic Development of Bangladesh in the Asian Century: Prospects
and Perspectives. p.93.
Choudhary, B. and Piparo, T.L., Case Study–Strategy 2020 for M&S.
Kim, M., Jung, M.S. and Jang, J., 2020. M&S and Experimental Comparison of Crush Switch
Assembly for Operation Validation. Journal of the Korea Institute of Military Science
and Technology. 23(3). pp.229-236.
Mustafee, N., Harper, A. and Onggo, B.S., 2020. Hybrid Modelling and Simulation (M&S):
Driving Innovation in the Theory and Practice of M&S.
Sughra, G., 2019. CSR, a Pretence or a Bona Fide; Case Study of M&S and Next. In The
Components of Sustainable Development (pp. 53-61). Springer, Singapore.
Yildiz, E., Møller, C. and Bilberg, A., 2021. Digital Twin Based Virtual Factory: Theoretical
Foundations for an Adaptive Strategic Management Tool. Journal of Operations
Management.
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