There is scope for executional improvement throughout M&S so that the promise of the ads is fully reflected in what the customer finds in-store. Perhaps that will be Bolland’s biggest impact.

Last week Marks & Spencer unveiled its updated ad campaign featuring a new clutch of celebrities.

But Ana Beatriz Barros, Dannii Minogue et al are not the only new faces preoccupying investors in the retailer, which issues its fourth-quarter update on Thursday.

In a month’s time, Marc Bolland will succeed Sir Stuart Rose as chief executive and at the end of July Rose will give up his executive powers but stay on as chairman.

There has been plenty of noise about Rose’s changed role and remuneration but the real interest over the coming months lies in what Bolland will do once ensconced in his Paddington Basin eyrie.

There has been speculation by the trolley-load about what Bolland could and should do at M&S - not least Rose’s thinking aloud about the creation of a Tesco-style umbrella brand offering new goods and services.

But Bolland’s track record at Morrisons suggests he may make very little change to the fundamental strategy in place at M&S: ensure the UK business fires on all cylinders, expand overseas and hoover up online share.

At Morrisons, Bolland did not revolutionise the business. Instead, he made it come good once again with its established customer proposition of good food at good prices.

To do that he had to sort out the botched integration of Safeway. That was no mean feat in itself and reflective of some of Bolland’s greatest strengths - the ability to re-emphasise the corporate raison d’être, to get buy-in throughout the business and, as a result, to achieve consummate execution. There were no dramatic changes of strategic direction, nor a night of the long knives in the boardroom.

M&S’s existing strategy is arguably perfectly good - only Rose’s harshest critics think it is a broken business - but there is scope for executional improvement throughout the business so that the promise of the ads is fully reflected in what the customer finds in-store. Perhaps that will be Bolland’s biggest impact.