The Sheetz team partnered with Oxygen to take a wide perspective of the problem, and apply design-thinking to solve it.
We started by involving a broad team of leaders from HR, learning, and operations, including the company’s head of retail stores, regional managers, and the store strategy team. The collective team came to realize that before anything could really change, they had to do a better job of laying the foundation of future-state thinking, and aligning people to their corporate strategy. And this meant defining the most critical front-line roles in their business. Given their hard-wired mindset to the transactional gas station model, this would mean up-front work and pushing the team out of their comfort zone – but there was clearly no alternative
Defining new customer-facing roles in a radically changing business environment is no small task. Sheetz had learned the hard way that glossing over such critical components would render their business strategy inert. It took a teaming approach, with allowances for debate, discussion, and input from a variety of different functions, to yield answers that simply can’t be dreamed up in a day. The team has already begun rolling out new content, tools, training, and incentives to help anchor the new way of working, especially in the salesperson and assistant manager roles.