When retail transformation is discussed, technology often takes center stage. But at IKEA Singapore, the real engine behind its omni-channel evolution has been its people.
For Michael la Cour, country retail director, IKEA Singapore, building the store of the future begins with building the workforce of the future.
“We want our stores to be spaces where customers can experience our range, be inspired, plan their homes, get expert guidance and choose how they receive their products—all under one roof,” he tells HRM Asia. “Ultimately, we want our people to be better connected and equipped with the skills to be increasingly service-oriented, helping customers wherever they choose to shop.”
IKEA Singapore’s digital transformation did not start with the pandemic. Its e-commerce journey began as early as 2008, when a small team was dedicated to managing online orders and fulfilment. Over time, warehousing operations were redesigned, and co-workers retrained to manage backend digital workflows.
“This long-term investment gave us a strong foundation for scaling digital operations when online sales accelerated,” la Cour explains.
That foundation proved critical when COVID-19 forced a rapid pivot. “During the pandemic, we transformed IKEA stores into fulfilment hubs almost overnight,” he recalls. “Co-workers across all functions—including communications and IKEA Food—were trained to support online operations with tasks such as picking, packing and preparing deliveries.”
Learning and development teams moved quickly, deploying online training modules and on-the-job coaching. Outbound teams became in-house trainers, while welfare measures such as A/B team rotations helped maintain safety and morale.
“It was important that co-workers felt supported throughout the process,” la Cour adds.
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Building an inclusive, omni-skilled workforce
As online transactions now account for a significant share of sales, IKEA Singapore is shifting toward multi-skilled roles that blend digital and physical responsibilities. Continuous learning, la Cour says, is no longer optional.
“Co-workers will increasingly move across traditional sales roles, digital support and more, so they can support customers across channels,” he notes. “We are also training our co-workers to provide end-to-end support—from space planning, product selection to coordinating fulfilment—so that customers who want more help can get it in a structured, one-stop manner.”
Inclusivity is a central pillar of this strategy. Recognizing that not all employees are equally digitally confident, IKEA Singapore is developing structured learning journeys and exploring partnerships with Workforce Singapore.
“We recognize that some of our co-workers are more mature and may be less digitally confident,” la Cour says. “So, we are introducing career pathways, knowledge-sharing sessions and structured online learning programs to bridge digital gaps and maintain high standards of customer service.”
Rather than viewing stores as transaction points, la Cour envisions them as experience centers anchored by service and expertise. New offerings such as the Home Design Service reflect this evolution, providing customers with end-to-end support through a single point of contact.
“We are going beyond products to launch new services and solutions that help customers create well-designed and functional spaces, while saving on planning and project management costs,” he says.
To deliver this model, organizational structures are being reshaped around service capability and cross-functional collaboration—a shift that places new demands on leadership.
Curiosity as a leadership imperative
After more than 25 years working across Asia, Sweden and the U.S., la Cour believes leadership mindset will determine how successfully organizations adapt.
“Curiosity is the one leadership trait I prioritize,” he says. “Leaders who stay genuinely interested in customers, co-workers and the world around them—and who have the courage to test ideas and learn—are the ones who drive real change.”
In Singapore, that curiosity translates into deep local insights. Leaders regularly conduct “home visits” to understand how Singaporeans live, from small-space apartments to multi-generational households.
“Curious leaders use these insights to ask, ‘How can we help?’ and then translate them into new services, solutions and offerings that create a better life at home for our customers,” he adds.
Looking ahead, IKEA Singapore is preparing its workforce for the rollout of smart home products and expanded design services through targeted training journeys and internal knowledge sharing.
“As we expand our services and smart home solutions, we are mapping out training journeys to equip co-workers with the right skills,” la Cour says. “This ensures that our teams are confident and capable of delivering exceptional service while embracing innovation.”
Yet amid rapid digitalization, la Cour is clear that the emotional side of retail remains irreplaceable.
“We believe furniture shopping will always be a multi-channel experience where the ability to touch and feel products remains essential,” he concludes. “By integrating digital skills with traditional roles, our goal is to deliver a seamless omni-channel customer experience that blends convenience with emotional assurance and the inspiration that customers seek when making decisions about their homes.”
The post ‘Curiosity drives change’: How IKEA Singapore built a digital transformation appeared first on HR Executive.
