Construct IN
Construct IN
Construct IN
30 de mai. de 2023
30 de mai. de 2023
30 de mai. de 2023
How Leroy Merlin overcame cultural barriers in the implementation of technologies
How Leroy Merlin overcame cultural barriers in the implementation of technologies
At an exclusive event for executives in the construction and expansion sector, the Product Owner reveals how the retail network innovates in maintenance and construction processes.
At an exclusive event for executives in the construction and expansion sector, the Product Owner reveals how the retail network innovates in maintenance and construction processes.
Isis Gonzaga
Journalist
Isis Gonzaga
Journalist
Isis Gonzaga
Journalist
cOMPARTILHE NAS REDES
cOMPARTILHE NAS REDES
Results
Having an agility team directed towards the Development and Expansion board is already a great differentiator for the construction materials store network. This reinforces the digital transformation culture of the company and shows the importance given to the sector that often ends up opting for the more traditional path.
The mapping of the journey brought more clarity to the main challenges in the works, projects, and processes of Leroy Merlin, thus understanding which initiative would be the most ideal to address the maximum number of pain points. It also allows for constructing a joint initiative, involving all the people in the process.
“From this work we are building, the adherence rate is almost 100% because I do not start an initiative without the co-participation of the part that is interested and has that pain,” says Lucas.
According to the product owner, previously, engagement was very low and generated resistance, in addition to creating more work for himself:
“I had to stay there doing operational work within the tool to update data, to start having information that could be consumed, because people did not want to log in to fill in information to use in their daily lives; it just did not enter everyone’s routine”.
Moreover, the results are achieved much more quickly. Previously, when I was waiting or made a decision on my own, there was a risk of the project needing to go back and require rework due to the effort invested in an initiative that was not implemented in conjunction with the Stakeholders.
“Today I have the weekly meeting with the team, with the part that will receive the product; we develop together, I align, show the phases of the project and when we get to the production phase which is to test, everyone is actually anxious to start using”, he concludes.
Want to receive news from expanding companies and more information about the upcoming editions of the Retail Expansion by Construct IN event? Sign up here for our exclusive newsletter for the construction and retail sector.
Many companies face cultural barriers with the implementation of new technologies, and in the engineering and construction sector, the reality is no different.
Despite the constant advancement of technological solutions, the conventional way of building and managing projects is still predominant within construction companies, developers, and other organizations, such as in retail, which works with expansion projects.
Still, the need to automate processes to gain more agility and productivity from teams is present in the sector. When it comes to rapid construction for expanding companies, this requirement is even greater, given that the delivery deadline is one of the main challenges of this type of project.
On the other hand, many innovation initiatives within a company are of no use if none are properly applied or used in a decentralized manner.
And this was one of the challenges faced by Leroy Merlin, one of the leading retail chains for building materials and other home solutions, which needed to optimize its innovation processes in the maintenance and construction segments of its expansion projects.
Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, shared the company's journey in this process on May 9 at the Retail Expansion by Construct IN event.
Exclusive for coordinators, managers, and directors of companies in the process of expansion of physical locations, it seeks to discuss innovation and digitalization of processes in rapid expansion projects.
Next, check out the exclusive material on one of the topics addressed at the event: How Leroy Merlin is overcoming cultural barriers in the implementation of new technologies.
Challenge
According to Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, multiple corporate technologies were used in isolation, aimed at solving individual problems.
This resulted in a fragmented approach, where each pain point was addressed individually (working in silos). Therefore, it was necessary to find a more efficient and integrated way to resolve these corporate pains.
Problems Caused
This decentralized process generated failures in information exchange, as communication in the field was not always aligned with that occurring in management, in the office, or in other departments. This resulted in challenges and obstacles in the efficient transmission of information among the various areas.
In addition, several tools were being implemented simultaneously and in isolation, without the presence of a professional responsible for evaluating, approving, and promoting the use of these initiatives in an integrated and joint manner.
“Before, when we needed to present to the board, it was necessary to create everything from scratch, as there was no integration, panels, or automatically generated data,” Lucas highlights.
The result of this scenario was a low adoption rate of new technologies and processes: teams lost engagement in initiatives throughout development and faced difficulties during the implementation process.
Solution
Despite being a significant differentiator for Leroy Merlin to already have a culture of digital transformation in the expansion sector, it was necessary to optimize some processes so that new tools could be applied effectively and in an organized manner.
The company adopted an even more innovative approach by creating dedicated agile squads for the implementation of new tools, processes, and technologies. These teams were formed based on the agile methodology and a mindset focused on innovation, ensuring greater efficiency and agility in the development and implementation of solutions.
But after all, how to introduce a technology and show that it is part of a strategy?
The first situation addressed, before starting to implement any technology, was the mapping of the board's journey. This initiative made it possible to map the entire journey, passing through each department, such as maintenance, construction, expansion, and projects, to understand exactly what they did, the main pains, and which connected.
And that’s how Lucas - specific Product Owner of the Development and Expansion Board - with the support of the agility area of Leroy Merlin, managed to implement a process that helped in the contracting of a tool in a consolidated manner that generated the expected results.
“We faced a great challenge regarding communication, with each person working in isolation, in silos. So, how could we improve this situation? We opted to introduce JIRA, a tool that enabled connection among everyone. Email and WhatsApp were not efficient communication channels, as they required a lot of time to map the history of demands,” adds the engineer and product owner.
He further explains that in the case of Construct IN, a management and documentation platform for construction in 360°, there was a presentation for the construction, projects, maintenance areas - the main parties involved in using the tool - where the process, flow, and implementation were explained together.
Many companies face cultural barriers with the implementation of new technologies, and in the engineering and construction sector, the reality is no different.
Despite the constant advancement of technological solutions, the conventional way of building and managing projects is still predominant within construction companies, developers, and other organizations, such as in retail, which works with expansion projects.
Still, the need to automate processes to gain more agility and productivity from teams is present in the sector. When it comes to rapid construction for expanding companies, this requirement is even greater, given that the delivery deadline is one of the main challenges of this type of project.
On the other hand, many innovation initiatives within a company are of no use if none are properly applied or used in a decentralized manner.
And this was one of the challenges faced by Leroy Merlin, one of the leading retail chains for building materials and other home solutions, which needed to optimize its innovation processes in the maintenance and construction segments of its expansion projects.
Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, shared the company's journey in this process on May 9 at the Retail Expansion by Construct IN event.
Exclusive for coordinators, managers, and directors of companies in the process of expansion of physical locations, it seeks to discuss innovation and digitalization of processes in rapid expansion projects.
Next, check out the exclusive material on one of the topics addressed at the event: How Leroy Merlin is overcoming cultural barriers in the implementation of new technologies.
Challenge
According to Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, multiple corporate technologies were used in isolation, aimed at solving individual problems.
This resulted in a fragmented approach, where each pain point was addressed individually (working in silos). Therefore, it was necessary to find a more efficient and integrated way to resolve these corporate pains.
Problems Caused
This decentralized process generated failures in information exchange, as communication in the field was not always aligned with that occurring in management, in the office, or in other departments. This resulted in challenges and obstacles in the efficient transmission of information among the various areas.
In addition, several tools were being implemented simultaneously and in isolation, without the presence of a professional responsible for evaluating, approving, and promoting the use of these initiatives in an integrated and joint manner.
“Before, when we needed to present to the board, it was necessary to create everything from scratch, as there was no integration, panels, or automatically generated data,” Lucas highlights.
The result of this scenario was a low adoption rate of new technologies and processes: teams lost engagement in initiatives throughout development and faced difficulties during the implementation process.
Solution
Despite being a significant differentiator for Leroy Merlin to already have a culture of digital transformation in the expansion sector, it was necessary to optimize some processes so that new tools could be applied effectively and in an organized manner.
The company adopted an even more innovative approach by creating dedicated agile squads for the implementation of new tools, processes, and technologies. These teams were formed based on the agile methodology and a mindset focused on innovation, ensuring greater efficiency and agility in the development and implementation of solutions.
But after all, how to introduce a technology and show that it is part of a strategy?
The first situation addressed, before starting to implement any technology, was the mapping of the board's journey. This initiative made it possible to map the entire journey, passing through each department, such as maintenance, construction, expansion, and projects, to understand exactly what they did, the main pains, and which connected.
And that’s how Lucas - specific Product Owner of the Development and Expansion Board - with the support of the agility area of Leroy Merlin, managed to implement a process that helped in the contracting of a tool in a consolidated manner that generated the expected results.
“We faced a great challenge regarding communication, with each person working in isolation, in silos. So, how could we improve this situation? We opted to introduce JIRA, a tool that enabled connection among everyone. Email and WhatsApp were not efficient communication channels, as they required a lot of time to map the history of demands,” adds the engineer and product owner.
He further explains that in the case of Construct IN, a management and documentation platform for construction in 360°, there was a presentation for the construction, projects, maintenance areas - the main parties involved in using the tool - where the process, flow, and implementation were explained together.
Many companies face cultural barriers with the implementation of new technologies, and in the engineering and construction sector, the reality is no different.
Despite the constant advancement of technological solutions, the conventional way of building and managing projects is still predominant within construction companies, developers, and other organizations, such as in retail, which works with expansion projects.
Still, the need to automate processes to gain more agility and productivity from teams is present in the sector. When it comes to rapid construction for expanding companies, this requirement is even greater, given that the delivery deadline is one of the main challenges of this type of project.
On the other hand, many innovation initiatives within a company are of no use if none are properly applied or used in a decentralized manner.
And this was one of the challenges faced by Leroy Merlin, one of the leading retail chains for building materials and other home solutions, which needed to optimize its innovation processes in the maintenance and construction segments of its expansion projects.
Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, shared the company's journey in this process on May 9 at the Retail Expansion by Construct IN event.
Exclusive for coordinators, managers, and directors of companies in the process of expansion of physical locations, it seeks to discuss innovation and digitalization of processes in rapid expansion projects.
Next, check out the exclusive material on one of the topics addressed at the event: How Leroy Merlin is overcoming cultural barriers in the implementation of new technologies.
Challenge
According to Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, multiple corporate technologies were used in isolation, aimed at solving individual problems.
This resulted in a fragmented approach, where each pain point was addressed individually (working in silos). Therefore, it was necessary to find a more efficient and integrated way to resolve these corporate pains.
Problems Caused
This decentralized process generated failures in information exchange, as communication in the field was not always aligned with that occurring in management, in the office, or in other departments. This resulted in challenges and obstacles in the efficient transmission of information among the various areas.
In addition, several tools were being implemented simultaneously and in isolation, without the presence of a professional responsible for evaluating, approving, and promoting the use of these initiatives in an integrated and joint manner.
“Before, when we needed to present to the board, it was necessary to create everything from scratch, as there was no integration, panels, or automatically generated data,” Lucas highlights.
The result of this scenario was a low adoption rate of new technologies and processes: teams lost engagement in initiatives throughout development and faced difficulties during the implementation process.
Solution
Despite being a significant differentiator for Leroy Merlin to already have a culture of digital transformation in the expansion sector, it was necessary to optimize some processes so that new tools could be applied effectively and in an organized manner.
The company adopted an even more innovative approach by creating dedicated agile squads for the implementation of new tools, processes, and technologies. These teams were formed based on the agile methodology and a mindset focused on innovation, ensuring greater efficiency and agility in the development and implementation of solutions.
But after all, how to introduce a technology and show that it is part of a strategy?
The first situation addressed, before starting to implement any technology, was the mapping of the board's journey. This initiative made it possible to map the entire journey, passing through each department, such as maintenance, construction, expansion, and projects, to understand exactly what they did, the main pains, and which connected.
And that’s how Lucas - specific Product Owner of the Development and Expansion Board - with the support of the agility area of Leroy Merlin, managed to implement a process that helped in the contracting of a tool in a consolidated manner that generated the expected results.
“We faced a great challenge regarding communication, with each person working in isolation, in silos. So, how could we improve this situation? We opted to introduce JIRA, a tool that enabled connection among everyone. Email and WhatsApp were not efficient communication channels, as they required a lot of time to map the history of demands,” adds the engineer and product owner.
He further explains that in the case of Construct IN, a management and documentation platform for construction in 360°, there was a presentation for the construction, projects, maintenance areas - the main parties involved in using the tool - where the process, flow, and implementation were explained together.
Many companies face cultural barriers with the implementation of new technologies, and in the engineering and construction sector, the reality is no different.
Despite the constant advancement of technological solutions, the conventional way of building and managing projects is still predominant within construction companies, developers, and other organizations, such as in retail, which works with expansion projects.
Still, the need to automate processes to gain more agility and productivity from teams is present in the sector. When it comes to rapid construction for expanding companies, this requirement is even greater, given that the delivery deadline is one of the main challenges of this type of project.
On the other hand, many innovation initiatives within a company are of no use if none are properly applied or used in a decentralized manner.
And this was one of the challenges faced by Leroy Merlin, one of the leading retail chains for building materials and other home solutions, which needed to optimize its innovation processes in the maintenance and construction segments of its expansion projects.
Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, shared the company's journey in this process on May 9 at the Retail Expansion by Construct IN event.
Exclusive for coordinators, managers, and directors of companies in the process of expansion of physical locations, it seeks to discuss innovation and digitalization of processes in rapid expansion projects.
Next, check out the exclusive material on one of the topics addressed at the event: How Leroy Merlin is overcoming cultural barriers in the implementation of new technologies.
Challenge
According to Lucas Carassato, Civil Engineer and Product Owner of Leroy Merlin, multiple corporate technologies were used in isolation, aimed at solving individual problems.
This resulted in a fragmented approach, where each pain point was addressed individually (working in silos). Therefore, it was necessary to find a more efficient and integrated way to resolve these corporate pains.
Problems Caused
This decentralized process generated failures in information exchange, as communication in the field was not always aligned with that occurring in management, in the office, or in other departments. This resulted in challenges and obstacles in the efficient transmission of information among the various areas.
In addition, several tools were being implemented simultaneously and in isolation, without the presence of a professional responsible for evaluating, approving, and promoting the use of these initiatives in an integrated and joint manner.
“Before, when we needed to present to the board, it was necessary to create everything from scratch, as there was no integration, panels, or automatically generated data,” Lucas highlights.
The result of this scenario was a low adoption rate of new technologies and processes: teams lost engagement in initiatives throughout development and faced difficulties during the implementation process.
Solution
Despite being a significant differentiator for Leroy Merlin to already have a culture of digital transformation in the expansion sector, it was necessary to optimize some processes so that new tools could be applied effectively and in an organized manner.
The company adopted an even more innovative approach by creating dedicated agile squads for the implementation of new tools, processes, and technologies. These teams were formed based on the agile methodology and a mindset focused on innovation, ensuring greater efficiency and agility in the development and implementation of solutions.
But after all, how to introduce a technology and show that it is part of a strategy?
The first situation addressed, before starting to implement any technology, was the mapping of the board's journey. This initiative made it possible to map the entire journey, passing through each department, such as maintenance, construction, expansion, and projects, to understand exactly what they did, the main pains, and which connected.
And that’s how Lucas - specific Product Owner of the Development and Expansion Board - with the support of the agility area of Leroy Merlin, managed to implement a process that helped in the contracting of a tool in a consolidated manner that generated the expected results.
“We faced a great challenge regarding communication, with each person working in isolation, in silos. So, how could we improve this situation? We opted to introduce JIRA, a tool that enabled connection among everyone. Email and WhatsApp were not efficient communication channels, as they required a lot of time to map the history of demands,” adds the engineer and product owner.
He further explains that in the case of Construct IN, a management and documentation platform for construction in 360°, there was a presentation for the construction, projects, maintenance areas - the main parties involved in using the tool - where the process, flow, and implementation were explained together.
Results
Having an agility team directed towards the Development and Expansion board is already a great differentiator for the construction materials store network. This reinforces the digital transformation culture of the company and shows the importance given to the sector that often ends up opting for the more traditional path.
The mapping of the journey brought more clarity to the main challenges in the works, projects, and processes of Leroy Merlin, thus understanding which initiative would be the most ideal to address the maximum number of pain points. It also allows for constructing a joint initiative, involving all the people in the process.
“From this work we are building, the adherence rate is almost 100% because I do not start an initiative without the co-participation of the part that is interested and has that pain,” says Lucas.
According to the product owner, previously, engagement was very low and generated resistance, in addition to creating more work for himself:
“I had to stay there doing operational work within the tool to update data, to start having information that could be consumed, because people did not want to log in to fill in information to use in their daily lives; it just did not enter everyone’s routine”.
Moreover, the results are achieved much more quickly. Previously, when I was waiting or made a decision on my own, there was a risk of the project needing to go back and require rework due to the effort invested in an initiative that was not implemented in conjunction with the Stakeholders.
“Today I have the weekly meeting with the team, with the part that will receive the product; we develop together, I align, show the phases of the project and when we get to the production phase which is to test, everyone is actually anxious to start using”, he concludes.
Want to receive news from expanding companies and more information about the upcoming editions of the Retail Expansion by Construct IN event? Sign up here for our exclusive newsletter for the construction and retail sector.
Results
Having an agility team directed towards the Development and Expansion board is already a great differentiator for the construction materials store network. This reinforces the digital transformation culture of the company and shows the importance given to the sector that often ends up opting for the more traditional path.
The mapping of the journey brought more clarity to the main challenges in the works, projects, and processes of Leroy Merlin, thus understanding which initiative would be the most ideal to address the maximum number of pain points. It also allows for constructing a joint initiative, involving all the people in the process.
“From this work we are building, the adherence rate is almost 100% because I do not start an initiative without the co-participation of the part that is interested and has that pain,” says Lucas.
According to the product owner, previously, engagement was very low and generated resistance, in addition to creating more work for himself:
“I had to stay there doing operational work within the tool to update data, to start having information that could be consumed, because people did not want to log in to fill in information to use in their daily lives; it just did not enter everyone’s routine”.
Moreover, the results are achieved much more quickly. Previously, when I was waiting or made a decision on my own, there was a risk of the project needing to go back and require rework due to the effort invested in an initiative that was not implemented in conjunction with the Stakeholders.
“Today I have the weekly meeting with the team, with the part that will receive the product; we develop together, I align, show the phases of the project and when we get to the production phase which is to test, everyone is actually anxious to start using”, he concludes.
Want to receive news from expanding companies and more information about the upcoming editions of the Retail Expansion by Construct IN event? Sign up here for our exclusive newsletter for the construction and retail sector.
Results
Having an agility team directed towards the Development and Expansion board is already a great differentiator for the construction materials store network. This reinforces the digital transformation culture of the company and shows the importance given to the sector that often ends up opting for the more traditional path.
The mapping of the journey brought more clarity to the main challenges in the works, projects, and processes of Leroy Merlin, thus understanding which initiative would be the most ideal to address the maximum number of pain points. It also allows for constructing a joint initiative, involving all the people in the process.
“From this work we are building, the adherence rate is almost 100% because I do not start an initiative without the co-participation of the part that is interested and has that pain,” says Lucas.
According to the product owner, previously, engagement was very low and generated resistance, in addition to creating more work for himself:
“I had to stay there doing operational work within the tool to update data, to start having information that could be consumed, because people did not want to log in to fill in information to use in their daily lives; it just did not enter everyone’s routine”.
Moreover, the results are achieved much more quickly. Previously, when I was waiting or made a decision on my own, there was a risk of the project needing to go back and require rework due to the effort invested in an initiative that was not implemented in conjunction with the Stakeholders.
“Today I have the weekly meeting with the team, with the part that will receive the product; we develop together, I align, show the phases of the project and when we get to the production phase which is to test, everyone is actually anxious to start using”, he concludes.
Want to receive news from expanding companies and more information about the upcoming editions of the Retail Expansion by Construct IN event? Sign up here for our exclusive newsletter for the construction and retail sector.
Results
Having an agility team directed towards the Development and Expansion board is already a great differentiator for the construction materials store network. This reinforces the digital transformation culture of the company and shows the importance given to the sector that often ends up opting for the more traditional path.
The mapping of the journey brought more clarity to the main challenges in the works, projects, and processes of Leroy Merlin, thus understanding which initiative would be the most ideal to address the maximum number of pain points. It also allows for constructing a joint initiative, involving all the people in the process.
“From this work we are building, the adherence rate is almost 100% because I do not start an initiative without the co-participation of the part that is interested and has that pain,” says Lucas.
According to the product owner, previously, engagement was very low and generated resistance, in addition to creating more work for himself:
“I had to stay there doing operational work within the tool to update data, to start having information that could be consumed, because people did not want to log in to fill in information to use in their daily lives; it just did not enter everyone’s routine”.
Moreover, the results are achieved much more quickly. Previously, when I was waiting or made a decision on my own, there was a risk of the project needing to go back and require rework due to the effort invested in an initiative that was not implemented in conjunction with the Stakeholders.
“Today I have the weekly meeting with the team, with the part that will receive the product; we develop together, I align, show the phases of the project and when we get to the production phase which is to test, everyone is actually anxious to start using”, he concludes.
Want to receive news from expanding companies and more information about the upcoming editions of the Retail Expansion by Construct IN event? Sign up here for our exclusive newsletter for the construction and retail sector.
Sobre o autor
Isis Gonzaga
Journalist
Isis Gonzaga
Journalist
Isis Gonzaga
Journalist
Jornalista com expertise em Marketing de Conteúdo e Produto, transformando conhecimentos de copywriting em estratégias e lançamentos de sucesso.
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Whats: +55 51 3500-8295
contato@constructin.com.br
Avenida Unisinos, 950 UNITEC 1 - G12 / Sala 120
- Cristo Rei, São Leopoldo - RS, 93022-750
Whats: +55 51 3500-8295
contato@constructin.com.br
Avenida Unisinos, 950 UNITEC 1 - G12 / Sala 120
- Cristo Rei, São Leopoldo - RS, 93022-750
Whats: +55 51 3500-8295
contato@constructin.com.br
Avenida Unisinos, 950 UNITEC 1 - G12 / Sala 120
- Cristo Rei, São Leopoldo - RS, 93022-750
Whats: +55 51 3500-8295
contato@constructin.com.br
Avenida Unisinos, 950 UNITEC 1 - G12 / Sala 120
- Cristo Rei, São Leopoldo - RS, 93022-750