Implementation Strategy
The Situation
The Strategy & Operations case recommended dedicated peak-period production capacity for mobile and digital orders, a response to the service pressure created when digital volume moved through the same production flow as café, drive-thru, and delivery orders.
That recommendation created a second question: how should the change be implemented in a way that is operationally realistic, measurable, and scalable across different store formats?
This page focuses on that execution layer. It translates the recommendation into a leadership brief, phased rollout plan, and KPI framework designed to move the idea from analysis to implementation.
The Problem
The operating model change needed to be translated into something a senior team could evaluate, a store operations team could pilot, and field teams could measure consistently. Without that layer, the idea risked staying at the strategy level: directionally sound, but not specific enough to execute.
The problem was not the recommendation. It was the gap between the recommendation and execution.
The Approach
The implementation work was structured around three outputs: an executive brief, a phased rollout plan, and a KPI framework.
The executive brief translates the recommendation into a format a senior audience can evaluate quickly. The rollout plan breaks the change into phases, moving from pilot design to controlled testing, regional rollout, and broader scaling. The KPI framework defines how the business would know whether the change is working.
The approach was designed to keep the recommendation practical. The goal was not to create a perfect theoretical rollout. It was to define how the operating model change could be tested, measured, refined, and scaled without assuming every store needed the same solution.
The Output
The three outputs translate the recommendation into something executable.
The executive brief gives leadership the core decision in one page: the problem, recommendation, financial case, rollout logic, and success metrics. The implementation plan translates the work into a phased rollout with timelines, objectives, actions, success criteria, and decision gates. The KPI framework defines the measures that would show whether the change is reducing mobile service pressure without becoming a broad labour increase.
Together, the outputs show how the recommendation moves from analysis to execution. The point is not only to identify the right operating model change, but to make it testable, measurable, and scalable.
The Recommendation
Pilot before scaling.
The recommended implementation path is to test dedicated digital production capacity in a controlled set of stores before expanding more broadly. The rollout should start with stores that have high mobile order volume, clear peak-period pressure, and enough back-of-house space to support a non-customer-facing production station.
The change should not be applied across the full network at once. Store formats, demand patterns, labour availability, and physical space will vary. A phased rollout allows the company to validate the model, refine the operating rules, and avoid turning a targeted fix into a broad labour increase.
The rollout should move only when the data supports it. Each phase needs clear decision gates tied to mobile wait time, target miss hours, revenue exposure, team execution, and customer experience. The goal is to scale the operating model where it works, adjust it where needed, and avoid forcing the same solution into stores that do not have the same problem.
