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On this episode of Talking Shop I’m joined by Alain Bejjani—former Group CEO of Middle East retail giant Majid Al Futtaim, and author of the definitive new book, NEXT: Leading Through the New Realities. Drawing on his childhood in war-torn Beirut, and his experience steering a $9.5bn dollar retail and lifestyle empire through a global pandemic, Alain brings an unmatched perspective on leadership under pressure. Today, we break down his crisis survival playbook for retailers operating in distress. We discuss why resilience must always outpace efficiency, the four assets a brand must protect at all costs, and how to turn macro-turmoil into a long-term direction that scales.

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Morrisons is reportedly set to cut approximately 200 jobs at its Bradford headquarters as part of a restructuring of its central operations, according to the BBC

The redundancies at Hilmore House represent just under 10% of the staff employed at the site.

The supermarket told the BBC that the cuts are linked to a plan to automate manual tasks through the use of artificial intelligence

The outlet also understands that Morrisons, which currently employs 96,000 people across the UK, has entered a consultation process with the affected head office employees.

The move follows a long-term programme launched in 2025 to overhaul the company’s business operations. 

A spokesperson for Morrisons told the Retail Sector: “During 2025 Morrisons commenced a long term programme to re-engineer certain of its business functions, to concentrate on the core activities that our customers value, streamline processes and structures, automate a number of manual tasks and capitalise on the potential of data and AI to improve performance. This multi-year programme will ensure our central functions are better placed to serve our stores and strengthen our ability to deliver for customers in the current very challenging market conditions.

“As we evolve and adapt, we are proposing to make some changes to a number of areas within our central structure. This will involve making some tough but necessary decisions which will impact on colleagues in our head office, where we are proposing to place a number of roles at risk of redundancy. We understand this will be difficult news for these colleagues and will be offering them our full support, including helping them to find alternative roles elsewhere in the business wherever we can. A consultation process with colleagues has now commenced.”

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