Currys' COO, Lindsay Haselhurst
Curry
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The 'more, better, for less' framework is operationally achievable—it's not a choice between competing priorities but a unified strategy when anchored to process and technology improvements. Haselhurst's multi-year execution proves the constraint is typically execution discipline, not strategy design.
Top-2.5% global employee engagement at Currys correlates directly to frontline innovation unlock, making talent engagement a measurable competitive lever, not a HR initiative. For retail leaders, this signals that operational excellence flows from people engagement first, not the reverse.
Customer obsession at scale requires systematic simplification across processes, technology, and behavior—not marketing messaging. The 'easy to shop' program shows that CMO/CDO strategy must be anchored to operational realities and employee capability to deliver on customer promises.
Conversation 66
And it's kind of really interesting because originally when I started to talk about more and better for less, people would say to me, you can't, you have to choose. We've been running now probably three, four years on two really critical programmes which were designed around that kind of more and better for less. One of those is kind of easy to shop and that's really customer focused in terms of looking at what we do and how we do it. processes and technology and how we behave, how do we make it easier every step of the way for our customers to shop and becoming obsessed with that.
Lindsay Haselhurst, How to Build High-Performing Teams in Retail with Currys' COO at Curry
Currys' COO, Lindsay Haselhurst
OFFBounds Source · 66· Curry
