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Organizations face challenges when employees are required to embrace change. Darwin gives practitioners, teams and enterprises powerful tools to engage employees, drive adoption and measure results. It’s your change, managed.

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  • One Consistent Workflow

    Manage Multiple Changes with One Consistent Workflow

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  • Engage Stakeholders

    Before, During and After the Changes Have Been Made

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  • Pinpoint Resistance

    Identify Areas of Change Readiness & Resistance

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  • Align Leadership

    Align Stakeholders with Executives and Managers to Support Change Initiative

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  • Measure Adoption

    Demonstrate Proficiency & Change Adoption, Finalize Documentation

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    Is Sears a Target?

    Posted Wednesday, March 1st, 2017

    Canada’s retail landscape is littered with failures. Target, Zellers, Eaton’s, Beaver Lumber, Sam the Record Man, Dominion’s, Bata and Saan, just to name a few.
    Sears Canada is on the watch list due to mounting losses, store closures, lay-offs and sell offs. Sears is trying new things, like boosting online shopping capabilities, redesigning stores to enhance consumer traffic and most recently, shifting into the grocery market. So far, however, there has been little improvement in the company’s fortunes.
    In our last blog, we examined the reasons for Target Canada’s spectacular crash and burn. Target acted upon a series of untested assumptions without consulting their local managers and frontline staff. Each of these critical assumptions proved wrong. Target thought it could offer consumers a wider variety […]

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    Off Target

    Posted Wednesday, February 22nd, 2017

     
    In January 2011, retail giant Target announced it was opening 124 stores in Canada. By April 2015, Target closed its last Canadian store. In its brief existence, Target Canada suffered losses of over $2B, left thousands unemployed and created enduring memories of empty shelves, high prices and disappointed customers. What went so horribly wrong?
    Vision
    Target’s vision was to replicate the shopping experience of its U.S. customers in Canada by delivering low prices, abundant selection and above average merchandise quality. To implement its vision, Target wanted to establish its market presence quickly by opening 124 stores and three distribution centers within 27 months. This ambitious schedule, however, relied on some critical and untested assumptions.
    Wrong software
    Possessing a very efficient inventory management system for […]

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