Tesco's American dream: Doing it differently

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Being named your country's most admired company is a feather in anyone's cap. Receiving such an accolade in three out of four years is the stuff dreams are made of. But fantasy or not, that's precisely what UK grocer Tesco has recently achieved to culminate a decade of phenomenal success under the leadership of Sir Terry Leahy. The retail giant has cornered 30 percent of the UK grocery market, a figure which is almost double the combined share of nearest rivals Asda and Sainsbury's. Overseas sales are growing even faster. Throw in soaring profits for its online business and a huge rise in non‐food sales and the picture becomes rosier still. So what enables Tesco to stand out from the crowd? – its people, for a start. There is widespread acceptance that a company's most prized asset is its workforce. Yet that does not stop many organizations paying little more than lip service in response. Not Tesco. People matter to the extent that the company's people strategy forms an integral part of the overall business plan instead of being regarded as something to bolt on afterwards.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2008), "Tesco's American dream: Doing it differently", Strategic Direction, Vol. 24 No. 2, pp. 11-15. https://doi.org/10.1108/02580540810848647