Walmart’s culture – defined by our core values of service, respect and excellence – has always been key to our success.
That culture lost a very significant champion this week, as Don Soderquist, a key member of our company’s leadership team until his retirement in 2002, passed away.
Don joined Walmart in 1980 as executive vice president of administration and logistics and was a driving force behind our company’s growth. In fact, he led us through a period of significant progress from 1988 to 1999 when he served as vice chairman and chief operating officer. During his tenure, the company’s revenue increased from $1 billion to more than $200 billion.
Don epitomized the term servant leader. He was always thinking of others, provided great feedback and was encouraging to so many people. He had a deep passion for integrity, and it was Don who drafted our original core values. Don became known as the “Keeper of the Culture” after our founder, Sam Walton, passed away because he not only helped define our values – he lived out our culture and spoke passionately about it year after year. He truly believed that ordinary people could do extraordinary things when they worked together, and he taught the beliefs and values that supported that conviction for the rest of his life. Even after his retirement, he invested his time and energy into many associates who still work for the company.
After retirement, he established The Soderquist Center for Leadership and Ethics in Northwest Arkansas to provide values-focused development training to future generations of leaders. In 2005, he wrote the book “The Walmart Way” to teach others how to apply the lessons that made Walmart successful to their own lives and careers. He was also involved in numerous charitable organizations and served on several corporate boards.
Don touched so many lives here, and he will be dearly missed by his family and all of us at Walmart.
Fielding phone calls. Answering emails. Organizing an airlift. Just a typical day for your average Walmart market assistant.
On Sept. 18, Misty Amos, who works as an assistant for Walmart stores in the Eastern region, received a call from Walmart’s Emergency Operations Center.
Days before, Hurricane Florence had ripped through North Carolina’s coast. With flood waters rising, over a hundred people had evacuated their homes and found refuge in a shelter in Fairmont, North Carolina. One problem: The surrounding roads were flooded, leaving the shelter completely cut off from food and supplies.
The 145th Airlift Wing of North Carolina’s Air National Guard had decided to deliver much-needed goods to the shelter via Blackhawk helicopter, but they needed supplies. They called Walmart for help, and that’s where Misty came in.
Misty’s Market Manager was out of the office leading a team of associates who were helping a local store return to normal so when the National Guard request came her way, it was up to Misty to help mobilize associates to help on the ground. She worked with a local store manager to collect supplies for 130 men, women, and children – including a 4-week-old infant who was refusing formula but would accept whole milk.
First, the associates at store 2058 in Raleigh loaded up carts with food, toiletries, underwear and baby supplies. They were even able to find shelf-stable whole milk for the baby. The team boxed the items, grouped the merchandise into pallets, and loaded it all into a U-Haul, which they then delivered to the Air National Guard at Raleigh-Durham Airport.
Meanwhile, a local Sam’s Club was also on the case. Club associates moved with speed to load a Red Cross vehicle with donations for the shelter.
Wait, were the Walmart store and Sam’s Club duplicating efforts? Was there going to be more merchandise than the helicopter could handle?
No problem, said the Guard unit. We’ll just organize a second drop.
It’s a good thing they did. Right before the second chopper took off to make the delivery, the Red Cross reached out to say that not too far from the shelter, a medical facility was in desperate need of blood donations. The Red Cross was able to add blood supplies to store and club donations, and the helicopter made a slight detour to deliver blood, too.
Maybe the most surprising part of this story? This whole mission – from the time the call came into the Emergency Operations Center to the time the helicopter touched down in Fairmont – took four hours.
Yes, you read that right. Four hours.
This is just one example of partnership during this multi-state disaster. Misty set her coworkers into action, and by working cross-functionally with the public sector and NGOs such as the American Red Cross, Walmart associates were able to make a meaningful difference to neighbors who had suffered unimaginable loss.
Misty and her team were able to deliver a bit of dignity to the families at the shelter. When asked about the airlift, the 23-year associate downplays her efforts. Having worked for the company during Hurricanes Katrina, Harvey, and Maria, she knows disaster recovery has become an integral part to the way we do business.
“We’re Walmart,” she says, “It’s just what we do.”
Before a fledgling family-run retail chain flourished into what it is today, there was a simple and sweet love story.
On Valentine’s Day in 1943, after serving a year of active duty in the Army, Sam Walton married his wife, Helen, in her hometown of Claremore, Oklahoma.
In his book, “Sam Walton: Made in America,” Sam says on an April night in a bowling alley in Tulsa, Oklahoma, he noticed Helen Robson – his future bride – who just happened to be on a date with another fellow.
After she took her turn and rolled her ball down the alley, she saw Sam with his leg up over the armrest of an old chair, with a smile on his face. She recalls Sam’s greeting as being rather “corny.”
Helen said Sam asked if he had met her somewhere before. It turns out Sam had dated a girl Helen knew in college. Instead of asking for Helen’s number, Sam initially asked Helen for the other young woman’s number. However, according to Helen, soon after that encounter, Helen and Sam started dating.
Both Helen and Sam have said they instantly fell in love with each other. Sam said Helen was “pretty and smart, and educated, ambitious and opinionated and strong-willed – with ideas and plans of her own.” After dating for a little while, by the time Sam was called up by the Army for active duty, he said two things were very clear to him: He knew who he wanted to marry Helen, and knew he wanted to go into retail.
From there, the rest of their story went down in the retail history books. “I always told my mother and dad that I was going to marry someone who had that special energy and drive, that desire to be a success,” Helen said. “I certainly found what I was looking for, but now I laugh sometimes and say maybe I overshot a little.”
To commemorate their anniversary, The Walmart Museum in Bentonville, Arkansas, honors their love every Valentine’s Day with a special flower display.
If you’ve ever tried on a virtual reality (VR) headset, you’re familiar with its ability to recreate real-life experiences. Even a rollercoaster ride simulation has the potential to make your stomach drop.
VR tech has taken everything from journalism to pro football quarterback training to the next level. And last year, Walmart introduced VR to the world of employee training and development by using the technology to upgrade training at Walmart Academies nationwide. With the huge success of that program, the company is now providing Oculus VR headsets to all stores in the U.S. to bring the same level of training to more than 1 million Walmart associates.
“The great thing about VR is its ability to make learning experiential,” said Andy Trainor, Walmart’s senior director of Walmart U.S. Academies. “When you watch a module through the headset, your brain feels like you actually experienced a situation. We’ve also seen that VR training boosts confidence and retention while improving test scores 10 to 15 percent – even those associates who simply watched others experience the training saw the same retention boosts.”
Starting next month, VR training will begin its launch across the country, sending four headsets to every Walmart supercenter and two units to every Neighborhood Market and discount store. With more than 17,000 Oculus Go headsets in stores by the end of the year, every associate – including those on the floor who interact with customers the most – will have access to the same training that their managers and department managers do at the Academies.
Brock McKeel, senior director of digital operations, worked with Andy to bring VR training to associates, and said there are already more than 45 activity-based modules using industry-leading software provided by STRIVR. STRIVR’s platform delivers realistic, repeatable and scalable training content, which helps associates learn information more quickly and retain it better.
“We are entering a new era of learning, and Walmart continues to lead the way,” said Derek Belch, CEO of STRIVR, which worked with Walmart on its initial launch of VR in Academies last year. “The power of VR is real, and when offered as a cornerstone of learning and development, it can truly transform the way an organization trains its people.”
Walmart plans to use VR to train associates in three main areas: new technology, soft skills like empathy and customer service, and compliance.
VR training is particularly helpful for learning new tech. In a pilot test this summer, 10 stores used VR for training on new Pickup Tower units in their stores. VR is allowing associates to be trained before the towers are even installed – no teachers required. This will be key as Walmart continues to roll out new tech to stores.
Adrian Carthen used the VR training to learn about the Pickup Tower when it came to her store in Stockbridge, Ga., this summer. She said it “went beyond hands-on.”
“I’m a gamer, so I was excited to use it,” she said. “It felt like you were actually loading the tower. And I could train any time that I wanted and it was done in just a few minutes."
Instilling confidence is exactly what makes VR so effective as a training tool. Because the effect of VR training is like an experience in real life, associates have the freedom to make mistakes and learn by “doing,” all while in a safe environment.
“Walmart was one of the first companies to benefit from VR’s ability to enrich employee education, and its applications will only grow from here,” said Andy Mathis, Oculus’ head of business partnerships. “What makes it so compelling is that costly, difficult, or otherwise-impossible scenarios and simulations become not only possible, but immediately within reach.”
But beyond the investment in innovation and associate training, VR technology helps teach skills that enrich the careers of associates across the U.S.
“Yes, we’re focused on helping people do their jobs better every day. But the training we’ve designed is also hopefully training for life,” McKeel said. “That person walks out of their store with new skills and more confidence than they had before – that’s the passion behind this project.”
The moment Rissa Pittman walks through the doors of her Walmart supercenter in Rogers, Arkansas, it’s her responsibility to choreograph all the moving parts that make up a great shopping experience.
Like all store managers, making sure she has the right people on her team is the biggest part of that success. But ensuring they’ve got the right tools to do their jobs is a close second.
Walmart recently introduced a suite of custom-built apps for associates to use in-store, allowing them to manage a variety of routine activities directly from a mobile store device. From the moment a product arrives in the back room to the second a customer finds it on the shelf, an ecosystem of data gives associates new visibility that helps them make informed decisions quickly, thus allowing them to take on more ownership of their work.
They’re also a huge benefit for customers. With associates equipped to work smarter on the sales floor and behind the scenes, these apps give shoppers the benefit of even faster service and more personalized attention when they go to a store. I visited Rissa and her team to see how they’re using these apps to take customer service into the future.
PlanIT We’ll start with Rissa’s favorite: the PlanIT App. Basically, it’s the information hub that associates use to stay up-to-date on company and store announcements.
“Running a Walmart store takes a lot of skill,” Rissa said, “and PlanIT gets us organized, prioritized and connected.”
PlanIT helps store managers focus on efficiency. They can use the app to notify department managers of projects that need to be done that day and specific tasks required. The app also empowers all associates to receive information directly from Walmart’s home office that was previously provided only to management.
The Receiving App With the simple scan of a truck ID, the Receiving app tells back room associates exactly which products have just arrived at the store. Not only does this eliminate time previously spent manually reviewing inventory, it also simplifies the planning process required to know which items need to head to the sales floor.
“One of the biggest parts of great customer service is making sure the right merchandise is on the shelf when customers need it,” Rissa said. “This entire process, and making sure that it’s done right, starts in the back room.”
The Downstock App Once merchandise is on the shelf, associates need to make sure it’s available throughout the day for customers to find. You may have seen our Bossa Nova shelf scanner, technology that roams the aisles, automatically gathering data to identify items that are out of stock and where to find them in the store. That information is then directly sent to associates through the Downstock app, eliminating the amount of time spent on mundane tasks and allowing more time to be spent helping customers find what they need.
The Price Change App Price changing is another time-consuming task that we’ve addressed, one that sometimes required associates to spend minutes walking back and forth between aisles to locate items. With the Price Change app, information about product price changes are categorized by aisle so that associates receive them in the order they should be made, creating an efficient path through the store. Accurate pricing allows customers to make informed decisions on the products they want, and the Price Change app increases accuracy while drastically minimizing the time associates spend on the task.
The Availability App The Availability app gives associates insight into how their store is performing over time. It automates information about products that are out of stock and shows the associate specifically what time the out-of-stock occurred. Knowing this lets associates compare the store’s performance before and after outs occur and determines the root cause – such as staffing issues, shelf capacity or product availability.
“Our leadership tells us all the time that we should feel empowered to become merchants in our stores,” Rissa said. “The Availability app helps associates understand their merchandise and their customers better.”
The Claims App When customers return a product to the store, there are a number of options associates have for handling the merchandise. The Claims app outlines the best options available for a product, in the order they should be considered. More specifically, can the product be sold at a clearance price, can it be donated or does it need to be disposed of? The app removes the guesswork out of managing returned products.
“It makes it simple to stay in line with our health and safety standards,” Rissa said, “and even helps our store reduce waste because we know exactly which items can and can’t be donated to food shelters.”
The Sales App The Sales app updates a store’s sales numbers in real time so that associates know how their designated areas are performing against the previous year, down to specific products. With information about top-selling categories in each department, associates are motivated to track their accomplishments so they can stay competitive with other stores in their market.
A Custom Ecosystem of Data Sharing more information with associates empowers them to make smarter, quicker decisions in their stores. The end result? People who have the tools to own their work – and more customers who walk away satisfied. For Rissa and other store managers, staying connected throughout the day makes it easier to run a more efficient store.
“These apps are about efficiency and organization. Running a Walmart store takes a lot of skill, but with the apps provided to our associates, we’re better connected to everything we need to be.”