Client Value Story
lululemon’s Enterprise Evolution
Building Strategic Operators and Enabling Healthy Change.
Entry Way
2023 - 2025: Healthy Change for Business and for People
Entry Way
2023 - 2025: Healthy Change for Business and for People
The Work Can Be Organized into Three Primary Organizing Areas
Healthy Change Strategy
Our collaboration with lululemon began as an invitation to co-create and experiment with new ways of approaching change. From this foundation, we shaped the Healthy Change approach into a strategy that reframes change as ongoing and interconnected.
Anchored in three pillars—The Experience, Capability Building, and Business Value Creation—it equips leaders with acumen, shared accountability, and a clear roadmap for experimentation and enterprise planning. Shared for leadership consideration, it served as a new change framework and strategy.
Change Impact Map (CIM)
The Change Impact Map (CIM) was positioned as a leadership tool to provide visibility into the cumulative impacts of change—helping leaders make data-informed decisions, balance team capacity, and pace innovation in alignment with Healthy Change.
We helped the team build the narrative and initial strategy deck to frame CIM not as a dataset, but as a decision-support framework that creates clarity and shared accountability. To advance adoption, we mobilized a proposed plan for leadership consideration and socialization, supported by an executive narrative and a phased Power BI roadmap.
Enterprise Planning Capability & Strategic Enablement
We helped evolve the exploration of shifting Enterprise Planning from project management to strategic enablement—transforming how the organization plans, prioritizes, and implements initiatives.
The work spanned organizational design, process digitization, investment frameworks, and cross-functional orchestration, building strategic operator capabilities across the enterprise. It became a strategic framework and plan prepared for leadership consideration and implementation, positioning Enterprise Planning as a strategic enabler to create clarity, accelerate growth, and direct resources to what matters most.
Healthy Change Strategy
Our collaboration with lululemon began as an invitation to co-create and experiment with new ways of approaching change. From this foundation, we shaped the Healthy Change approach into a strategy that reframes change as ongoing and interconnected.
Anchored in three pillars—The Experience, Capability Building, and Business Value Creation—it equips leaders with acumen, shared accountability, and a clear roadmap for experimentation and enterprise planning. Shared for leadership consideration, it served as a new change framework and strategy.
Change Impact Map (CIM)
The Change Impact Map (CIM) was positioned as a leadership tool to provide visibility into the cumulative impacts of change—helping leaders make data-informed decisions, balance team capacity, and pace innovation in alignment with Healthy Change.
We helped the team build the narrative and initial strategy deck to frame CIM not as a dataset, but as a decision-support framework that creates clarity and shared accountability. To advance adoption, we mobilized a proposed plan for leadership consideration and socialization, supported by an executive narrative and a phased Power BI roadmap.
Enterprise Planning Capability & Strategic Enablement
We helped evolve the exploration of shifting Enterprise Planning from project management to strategic enablement—transforming how the organization plans, prioritizes, and implements initiatives.
The work spanned organizational design, process digitization, investment frameworks, and cross-functional orchestration, building strategic operator capabilities across the enterprise. It became a strategic framework and plan prepared for leadership consideration and implementation, positioning Enterprise Planning as a strategic enabler to create clarity, accelerate growth, and direct resources to what matters most.
What We Heard Over Time: Select Reflections from Our Collaborations with lululemon's Leaders
They make complex conversations easier to land. By reframing language and simplifying how we present choices, NKA helps leadership see both the immediate value and the long-term direction.
Rabbiya Hussain
Vice President Enterprise Strategy & Business Transformation
That team is fast and effective, and the products are excellent. I also appreciate the coaching along the way!
Betty Tam
Director, Enterprise Strategy & Planning
What I value about NKA is the clarity they bring. Even when we move fast, they help us slow down just enough to get precise — here’s what we’re driving, here’s what we’ll deliver, here’s where you’ll see it. That precision makes a difference.
Laurel Richardson
Director Change & Program Management at lululemon
What We Heard Over Time: Select Reflections from Our Collaborations with lululemon's Leaders
They make complex conversations easier to land. By reframing language and simplifying how we present choices, NKA helps leadership see both the immediate value and the long-term direction.
Rabbiya Hussain
Vice President Enterprise Strategy & Business Transformation
That team is fast and effective, and the products are excellent. I also appreciate the coaching along the way!
Betty Tam
Director, Enterprise Strategy & Planning
What I value about NKA is the clarity they bring. Even when we move fast, they help us slow down just enough to get precise — here’s what we’re driving, here’s what we’ll deliver, here’s where you’ll see it. That precision makes a difference.
Laurel Richardson
Director Change & Program Management at lululemon
Engagement Samples
Key Moments of Value Creation
Engagement Samples
Key Moments of Value Creation
Healthy Change Strategy
Defining the Strategy
We co-created lululemon’s Healthy Change Strategy, reframing change as a continuous motion rather than a start–stop process. Anchored in three outcomes — The Experience, Capability Building, and Business Value Creation — it balances business results with human experience.
- Persona-Guided Implementation: We led an end-to-end process and co-created a framework anchored in nine key personas, ensuring Healthy Change was applied meaningfully across the organization.
- Healthy Change Rubric: We facilitated clarity and alignment, moving from concept to storytelling and mockups to launch a practical rubric with early use cases that defined what “healthy” looks like.
- 18-Month Roadmap: We launched a structured roadmap in three phases — Foundation (H1 2025), Growth (H2 2025), and Establishment (H1 2026) — guiding accountability, leadership learning, and value creation.
From Conversation to Capability
We led onsite facilitation with lululemon leaders to bring Healthy Change to life, connecting the strategy to lived experience and everyday practices. Through surveys, workshops, and role design, we co-created clarity on how change shows up across the enterprise and how leaders can support it in practical ways.
- Survey Playback & Insights: We led a structured playback with Product and Supply Chain leaders, highlighting what worked well (tools, collaboration, guidance) and where improvements were needed (flexibility, practical application, and meeting effectiveness).
- Onsite Workshops: We co-created and facilitated sessions with leaders to explore assumptions, frame federated change as a roadmap, and connect Healthy Change to people’s day-to-day experiences.
- We assessed and proposed updates to traditional change management concepts, aligning them with lululemon’s evolving culture and Healthy Change strategy. This included refreshing foundational approaches, creating new training materials, and equipping leaders and practitioners with practical tools.
Defining the Strategy
We co-created lululemon’s Healthy Change Strategy, reframing change as a continuous motion rather than a start–stop process. Anchored in three outcomes — The Experience, Capability Building, and Business Value Creation — it balances business results with human experience.
- Persona-Guided Implementation: We led an end-to-end process and co-created a framework anchored in nine key personas, ensuring Healthy Change was applied meaningfully across the organization.
- Healthy Change Rubric: We facilitated clarity and alignment, moving from concept to storytelling and mockups to launch a practical rubric with early use cases that defined what “healthy” looks like.
- 18-Month Roadmap: We launched a structured roadmap in three phases — Foundation (H1 2025), Growth (H2 2025), and Establishment (H1 2026) — guiding accountability, leadership learning, and value creation.
From Conversation to Capability
We led onsite facilitation with lululemon leaders to bring Healthy Change to life, connecting the strategy to lived experience and everyday practices. Through surveys, workshops, and role design, we co-created clarity on how change shows up across the enterprise and how leaders can support it in practical ways.
- Survey Playback & Insights: We led a structured playback with Product and Supply Chain leaders, highlighting what worked well (tools, collaboration, guidance) and where improvements were needed (flexibility, practical application, and meeting effectiveness).
- Onsite Workshops: We co-created and facilitated sessions with leaders to explore assumptions, frame federated change as a roadmap, and connect Healthy Change to people’s day-to-day experiences.
- We assessed and proposed updates to traditional change management concepts, aligning them with lululemon’s evolving culture and Healthy Change strategy. This included refreshing foundational approaches, creating new training materials, and equipping leaders and practitioners with practical tools.
Change Impact Map (CIM) Tool Development
Introducing CIM
The Change Impact Map (CIM) had been initially designed as a concept and early framework. We were asked to evolve it into a practical leadership tool and prepare it for executive consideration — positioning CIM as more than data, but as a decision-support framework to guide team capacity, innovation pacing, and sequencing.
- Power BI Development Plan: We built a three-phase roadmap — Discovery & Foundation, Prototyping & Iteration, Implementation & Expansion — to evolve CIM into a scalable enterprise tool.
- Executive Storytelling: We prepared CIM for executive use with click-down views, tailored role perspectives, and visual mockups, connecting data to leadership decision-making.
- Governance & Adoption: We defined role clarity, governance processes, and training sessions to ensure CIM became an enterprise capability integrated with OKRs and planning rhythms.
CIM Adoption in Practice
We supported the preparation of CIM pilots to ensure the tool was ready for leadership use and long-term adoption. This included strengthening usability, framing insights, and preparing leaders for practical application.
- Supported preparation of pilot sessions with Product and Supply Chain leaders
- Facilitated coaching materials to help interpret scores and insights
- Created early dashboards and manual reporting for testing and validation
- Collected leader feedback to inform CIM’s long-term roadmap
CIM Adoption in Practice
We supported the preparation of CIM pilots to ensure the tool was ready for leadership use and long-term adoption. This included strengthening usability, framing insights, and preparing leaders for practical application.
- Supported preparation of pilot sessions with Product and Supply Chain leaders
- Facilitated coaching materials to help interpret scores and insights
- Created early dashboards and manual reporting for testing and validation
- Collected leader feedback to inform CIM’s long-term roadmap
Introducing CIM
The Change Impact Map (CIM) had been initially designed as a concept and early framework. We were asked to evolve it into a practical leadership tool and prepare it for executive consideration — positioning CIM as more than data, but as a decision-support framework to guide team capacity, innovation pacing, and sequencing.
- Power BI Development Plan: We built a three-phase roadmap — Discovery & Foundation, Prototyping & Iteration, Implementation & Expansion — to evolve CIM into a scalable enterprise tool.
- Executive Storytelling: We prepared CIM for executive use with click-down views, tailored role perspectives, and visual mockups, connecting data to leadership decision-making.
- Governance & Adoption: We defined role clarity, governance processes, and training sessions to ensure CIM became an enterprise capability integrated with OKRs and planning rhythms.
Enterprise Planning Capability & Strategic Enablement
Evolving Enterprise Planning (EMPO)
We were asked to strengthen the bridge between strategy and execution, ensuring enterprise imperatives connected directly to OKRs and funded work. Through workshops and design sessions, we evolved the Enterprise Planning Office (EPO/EMPO) into a clearer, more capability-led function.
- Simplified planning flows to reduce duplication and planning fatigue
- Introduced a three-track funding model (Strategic, Baseline CapEx, OPEX) to clarify how work is resourced
- Positioned capability roadmaps as inputs into strategy, creating alignment across functions
Business Case Automation
We supported FP&A in modernizing business case management by digitizing intake and automating reviews, moving away from Excel files and binders toward an integrated enterprise solution.
- Mapped the “data life of an OPP” from creation to performance tracking
- Designed digital prototypes and streamlined intake templates to simplify submissions
- Developed automation workflows for real-time rollups and reporting
- Reduced manual effort, improved data integrity, and enhanced decision-making visibility
Business Case Automation
We supported FP&A in modernizing business case management by digitizing intake and automating reviews, moving away from Excel files and binders toward an integrated enterprise solution.
- Mapped the “data life of an OPP” from creation to performance tracking
- Designed digital prototypes and streamlined intake templates to simplify submissions
- Developed automation workflows for real-time rollups and reporting
- Reduced manual effort, improved data integrity, and enhanced decision-making visibility
Evolving Enterprise Planning (EMPO)
We were asked to strengthen the bridge between strategy and execution, ensuring enterprise imperatives connected directly to OKRs and funded work. Through workshops and design sessions, we evolved the Enterprise Planning Office (EPO/EMPO) into a clearer, more capability-led function.
- Simplified planning flows to reduce duplication and planning fatigue
- Introduced a three-track funding model (Strategic, Baseline CapEx, OPEX) to clarify how work is resourced
- Positioned capability roadmaps as inputs into strategy, creating alignment across functions
