Transformation at John Lewis: Listening and Agile Thinking Breaks Barriers

In 2018, in the face of the British High Street facing unprecedented challenges, the iconic institution John Lewis found itself grappling with significant shifts. 

As they worked to rapidly evolve their online offering to compete with digital-first giants, an unexpected internal divide emerged. The attempt to fuse traditional marketing approaches with new online strategies had inadvertently created two distinct subcultures within the company. Each faction operated with its own methods, metrics, and even its own language. 

This internal conflict had simmered for months, eroding trust and transforming what should have been a cohesive team into two conflicting camps. The energy that should have been directed outwards, towards market challenges, was instead consumed by internal friction. Worse still, while everyone understood the overarching business goals, the lack of clarity on individual roles and collaborative pathways led to paralysis. The organisation, despite its talent and heritage, was stuck.

At First Human, we believe that true business challenges, particularly those involving internal friction, are fundamentally human challenges. Our remedy in this situation was not to impose a new organisational chart or a rigid set of KPIs. Instead, we began by addressed this as a leadership development challenge.

Our initial step was to present the team members with anonymous quotes, reflecting what was truly being said and felt behind closed doors. This raw, unfiltered feedback, shared without personal attribution, was a powerful catalyst. The realisation of the unspoken tensions and misperceptions sparked an immediate shift. It was a moment of uncomfortable, but profound self-reflection that sparked a leadership shift.

Our next task was to coach the team to move beyond their entrenched positions and truly listen to each other. This wasn’t about polite agreement; it was about fostering an environment where dysfunctions could be addressed candidly and constructively. A core part of this process involved helping individuals tune in to what was truly important to others. We guided them to recognize when their own thinking became rigidly positional, when they were “hooked” into a fixed perspective that prevented new solutions from emerging. By developing this agility of thought, people could more easily discover new paths forward, moving beyond assumptions and towards shared understanding.

This deepened listening paved the way for what we call generative listening. This is a powerful form of engagement where leaders don’t just hear what’s being said, but listen for what wants to emerge in the other person. It’s about seeing possibilities for people based on their expressed thoughts and underlying intentions, recognizing their potential beyond their current performance or perceived limitations. When leaders listen generatively, conversations shift from mere problem-solving to genuine possibility-creating. People feel truly seen, not just for their roles, but for their inherent capabilities.

As a direct result of this human-centered intervention, the John Lewis team was able to resolve their structural issues. The internal schism began to heal, and the factions started to operate as a cohesive, “human-to-human” team. The impact was immediate and tangible.

As Lisa Garwood, Head of Customer Insight & Analytics, shared:

We’re now speaking more openly, and we’re together as a leadership team; it’s so much better!

This case study underscores our conviction at First Human: sustainable business success hinges on the quality of human connection and the depth of leadership. When individuals are equipped to lead from a place of self-awareness, empathy, and creative possibility, they unlock not only their own potential but also the collective power of their teams.

Do you believe your team or organisation would benefit from more agile thinking and a culture of more upfront, human-centred leadership? We’d love to explore how we can help.

Learn more about our approach here, or book a call with us to talk directly.