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United Kingdom
484% ROI on programme
£50,000 increase in profit over 12 months
200 branch managers participated
As one of the UK's leading merchants in plumbing, heating, cooling and infrastructure, Wolseley has been helping the trade succeed for decades. Over this time, it's built an unrivalled reputation for expert knowledge and customer support, and it always delivers on its promises.
With 560 UK branches, Wolseley is never far away. Its success is down to the quality of its products, but also its people - the excellent service they provide and the lasting relationships they build with Wolseley customers.
The programme is making a real difference to the managers in our business, enabling them to better understand their stakeholders’ needs to deliver improved performance.
With branch networks at the heart of its retail success, Wolseley wanted to strengthen the leadership effectiveness of its first-line branch managers.
With over 500 merchant branches across the UK at the time, Wolseley needed a scalable approach across the organisation.
The programme’s objectives focused on practical leadership behaviours:
Understanding the link between leadership qualities and Wolseley’s values
Recognising and understanding individual leadership styles
Committing to leadership responsibilities and owning ongoing development
Wolseley partnered with Insights to co-design a programme combining Insights Discovery with leadership development.
Scalability was built into the approach; Wolseley chose Insights because its accreditation model enabled employees to facilitate Insights Discovery sessions internally. This helped it build its own capability rather than relying on external delivery.
Wolseley started with a three-day pilot that brought together ten branch managers to develop greater awareness of their personal preferences and leadership style, then explore how this awareness could help them adapt their behaviour and connect better with others.
The pilot was a success.
It led to 200 branch managers experiencing it, while the number of internal accredited Insights Discovery facilitators rose from three to 35.
Wolseley measured and evaluated the programme throughout its delivery using several methods, including GOLD software, telephone conversations and email correspondence with delegates. Evaluation was conducted by a third-party, Odissy.
The first pilot generated a £172,000 return on an initial £29,440 investment, equivalent to 484% ROI.
The ROI calculation used a conservative attribution of 50% of the financial results to the programme, recognising that other business factors also contributed to performance.
The pilot produced a range of branch-level outcomes:
£60,000 additional branch revenue over 12 months through improved customer service and customer retention
A branch moved from ‘at risk’ to ‘top performing’
A 2% increase in NPS, accompanied by £1,000 additional monthly revenue, equivalent to £12,000 over 12 months
£30,000 in branch savings through reduced expenditure
£20,000 additional annual branch revenue in one reported case
A 2% increase in profit margin, equivalent to £50,000 over 12 months
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