Area Managers and Central Operations are actively resolving issues through existing processes — but the work isn’t always visible and the insights gained aren’t consistently shared. As a result we miss opportunities to learn from what’s been fixed and prevent similar issues from reappearing. Improving transparency and feedback loops would help drive smarter more proactive ways of working. Stores and AM's are feeding back and I know a lot of it is being acted on the stores just don't alwys see this. This process feels like it needs to be owned by central ops own the logging system and resolution / answering to our store teams. We need to remember who the customer is in this scenario. Click to chat is working well and has good traaction in stores. Delivery and TCND delays and damages. POS support. Very short notice to do calls activities without timely notice for BM's / AM's. Faulty goods/ refunds not issued/resolved at store level to then be overridden centrally. "One strong example is how we handle store-specific incidents. When something happens in a particular store often open dedicated Teams chat to bring the right people together instantly. This allows for real-time updates quick decisions and fast resolution—without delays of formal escalation routes. It’s simple direct effective. Another great our response IT issues. Whether it's till failure or system outage process designed react quickly as problem happens. The teams are alerted immediately stores kept informed throughout. kind responsiveness prevents disruption avoids colleagues spending unnecessary time trying fix things themselves. These examples show that when communication quick targeted collaborative issue management becomes far more efficient less frustrating everyone involved.I thought Waitrose did this very well (will try get you copy.) We introduced Google Form all stores with targeted questions capture issues clearly. If similar had already been raised form would flag it link live Excel tracker allowing add their store number strengthen case. tracker auto-updated prioritise most support. Store Regional Managers access were encouraged review weight throughout week. Meanwhile Central Ops monitored real time triaging resolution. Weekly comms included updates like: “Thank 215 who flagged an availability layout X. being investigated we’ll share update tomorrow"" Or ideally resolution! gave confidence feedback was heard acted on. To manage resources only top 5–10 actively tracked. Lower-volume considered local owned by Manager raised them. Every Saturday at 2pm weekend held call tracker. At 9:15am Monday Trade Review meeting. Chair - sometimes Director Retail depending on scale if not led key financial headlines followed presenting (e.g. “215 X what’s update root cause impact?”). Business owners expected respond having worked resolve progress issue. Unresolved challenged rigorously customer-impacting topics discussed. By 10am meeting output became one-pager shared central teams board. No one wanted be listed “awaiting update” so Monday moved pace accountability importantly got stuff done!" Stores log trading via centralised system where each categorised department prioritised based risk impact. Operations oversee flow issues ensuring they’re directed appropriate resolution. I have experienced portal create incident alwys up Also I used voicemail can phoned through whilst move picked ops. A before suggestion above. allowed easy tracking clearer accountability. I business's ticketing systems/portals reporting size cetralised ownership resolution / back stores. again example "I'm finding question bit challenging answer sorry don’t feel full visibility. That said after speaking several Area team clear there's incredible amount energy dedication focus going into improving experience both customers let's elevate it!!KITS good logging closing loop. also like they do regular surveys understand service giving. AM's Stores providing lots feedback." "We see localised TCND repeatedly tied specific depots. include damaged boxes product itself fine—if cardboard affected shouldn’t trigger A here help avoid escalations. Often these directly Branch Managers while aren’t aware. creates confusion delays. need ensures aligned steps resolving way stop problems source reduce wasted effort keep simple ground.Some receive seem stem from either lack information misunderstandings around what has communicated. Other include: TC Next Day processes POS support execution challenges Stock lines There’s opportunity improve clarity consistency noise increase confidence.Delivery commuciations cutting out ops e.g PUDs. TCND. availablility (Particularly displays). Set targets doing against them 99% instock displays transparent fail hit target. Move portal departments regularly seek analyse improvement oppportunites KITS currenlty survey" that: Logs repeat spot patterns early. Differentiates between company-wide problems us escalate appropriately. Empowers act before grow. Keeps avoiding Gives heard—because listened to they’ll find workarounds may consistent safe. isn’t about adding complexity—it’s making easier faster knows do speak used prevent landing first place.Following Tuesday I’ve thinking AM deck whether could two pieces work together? In Costa Waitrose monthly across estate meetings within same week ensure consistency. difference content always signed off group responsible delivering case mean approving final version. What really made effective 45-minute SMEs walked deck. invaluable: AMs direct insight context rationale behind actions outcomes. It created space questions challenge refinement widely. Crucially fully ahead implementation. element worth building changeovers. As Directors attended every changeover briefing typically eight weeks launch. influence shape evolve plan equipped answer execution especially lower-level operational details.Ownership understanding taken board head office function. TC's Field take accuarate consistant timely."