Tesco: risk in the round • Customer loyalty is the group’s defining objective. • An easy to use version of the balanced scorecard helps all staff understand their responsibilities. • Risk management is embedded in day-to-day operations, but is rarely discussed as such. • The board sets risk appetite and discrete risks are owned by named managers. • The personal finance business has required its own set of much more complex risk management approaches. Tesco is an extremely successful business, thanks in part to a coherent strategy that drives every part of the organisation. Its approach to risk management is closely aligned to the company culture, which in turn is defined by a strong leadership team, clear systems of management and control, a flat structure and simple objectives. Or, rather, a single objective: customer satisfaction. Tesco’s staff, from CEO to shelf-filler, is focused on building customer loyalty. External factors such as competitor activity
might affect decision making at the periphery. But the board feels that shareholder value flows from operational efficiencies designed to help its own people exceed customer expectations. Risk management, as a discrete function at least, is no exception to that rule. That doesn’t mean risks aren’t analysed or managed. Rather, the culture demands that they are handled as part of the customer service proposition. Risk management is part of a clear and easily articulated objective instead of being a series of systems and controls that might be perceived as counter-cultural, bureaucratic, or worse–box-ticking. As a simple business – buying and distributing goods, marketing and managing cash – Tesco’s principal risks centre on the robustness of its processes. Any failure in the supply chain, for example, damages the business in the eyes of customers. So any risks to its smooth operation must be identified and managed. A relatively flat structure helps. Although it employs almost 470,000 people, Tesco only has five levels of management, so accountability for risks is generally very clear.
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Figure 1: The Tesco ‘Steering wheel’ - its own version of the balanced scorecard.
4 | Reporting and managing risk A look at current practice in the private and public sectors