Design Thinking cuts MyStore app training time for Salling Group

Nearly 20 years after launching their first app for store employees, Salling Group recognized the need for innovation—even though the old app underwent a direct 1:1 makeover in 2016.

Before starting the project with Trifork, a survey revealed mixed feedback. While employees appreciated the app’s usability, they found it challenging to train others on. “That’s where we shifted our philosophy,” says Lars Rosenmeyer. When the right questions were asked, it became clear the app’s ease of use wasn’t entirely accurate, significantly impacting employee workflows. Lars shares a personal anecdote:

“My son started as a young store worker at Føtex six months ago—before the new app launched. His first comment when he came home was, ‘Did you design this PDA (the old in-store app’s name)? It’s impossible to use! Everything is hard to find and the buttons are all in weird places.’”

Given the high employee turnover in Danish retail and the younger average employee age, onboarding requirements have evolved significantly since the first frontline app launched in 2006. Training for the old app took 2-3 hours per employee. The vision for the new app was to eliminate the need for training entirely, leveraging modern interaction patterns. As Lars explains:

“To stay relevant for younger generations, we need to be where they are. Look at social media platforms—using them doesn’t require training.”

Transformative testing and rollout

Following extensive in-store interviews and a structured design process, the new app brought a notable shift in user experience. During testing in Netto stores, one enthusiastic employee even posted a TikTok video praising the app, saying, “It’s freaking smart!”

Beyond efficiency, the initiative became a significant employer branding tool, ensuring the employee experience aligns with modern design conventions and helps with recruitment and retention.

The app’s success wasn’t solely due to thoughtful and intuitive design—it also relied on a robust technical foundation. Previously, employees often had to double-check tasks on back-office computers or use personal devices to verify stock availability for customers. The new app integrates everything into one reliable device, continuously improved with task-driven features.

Designing for accessibility

Salling Group and Trifork also prioritized accessibility principles, even though internal apps are not subject to upcoming EU accessibility regulations (2025). For Lars, this approach aligns with diversity goals and enhances usability for all employees, including those with visual or reading impairments. The new app is for ALL employees.

A user centric mindset

The journey towards success has not been without challenges. Lars was introduced to the principles of Design Thinking in 2015 at a workshop with Trifork, and he has held on to them ever since. In recent years, there has been a strong focus on the seamless customer experience on the external, customer-facing channels in Salling Group, but not on the internal tools. Here, they typically have not always asked the end-users. However, Lars’ project has changed this mindset, even though he was told that “Design Thinking was not something we do here in Salling Group or will do going forward.” But Lars’ team was convinced it was the right direction to go. For the employees and the business.

By engaging users early and asking the right questions to help them understand their true role, organizations can reap significant benefits. Not only does this lead to more effective and satisfied employees, but it also fosters curiosity within the organization. After substantial internal and external publicity surrounding the project, employees are now approaching Lars to learn how his department operates.

Successful projects are often the most effective catalyst for change. Lars is convinced that this project has helped create the paradigm shift that has long been needed and which sets the direction going forward: To create digital tools that are developed together with those who will use them. As Lars concludes:

“Three years ago, no one asked if we should start looking from the outside in instead of the other way around. They do now.”

Lessons learned from the process

• Timing: Be patient and find a hero project that can shift mindsets
• User Involvement: Engage end-users through Design Thinking, interviews, workshops, and feedback tools like the System Usability Scale (SUS). Salling Group leverages the OSSMO platform for ongoing adjustments
• Expert Collaboration: Recognize your limitations and involve professional UX designers
• Embrace Technology: Stay updated with IT advancements to keep fostering a culture of curiosity and innovation