LeaderShift2020 - Grocery Manufacturers Association€¦ · The 2nd being most centered around...
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LeaderShift 2020 Recruiting, Developing & Retaining the Next Generation of Talent
LeaderShift2020 - Grocery Manufacturers Association€¦ · The 2nd being most centered around Mondelez, Unilever, ... PwC, and BCG might charge you $1M dollars to answer\മ Except
LeaderShift 2020Recruiting, Developing & Retaining the Next
Generation of Talent
Presenter
Presentation Notes
Welcome and thank you for attending our session, LeaderShift 2020: Recruiting, Developing & Retaining the Next Generation of Talent.
Allocating human resources in astrategic manner is a key aspect of theCEO’s role, because it involves not onlyconsidering what we know today butalso anticipating what skills andexperiences leaders will need to runbusinesses that may not yet exist.
A.G. LafleyChairman, P&G
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Considering P&G’s success in developing talent throughout history and the fact that a high percentage of CPG leaders built their foundation at P&G. We couldn’t have a discussion about CPG Leadership without representation, so I thought I’d start with a quote from A.G. Lafley.
Graphic/Data Credit: PWC CEO Survey 2016
CEO’s plan to change their strategy to focus on the LeaderShift Pipeline
Our focus on our pipeline of future leaders
Our focus on skills and adaptability in our people
Workforce culture and behaviors
Pay, incentives and benefits we provide for our workforce
Effective performance management
Our focus on diversity and inclusion
Our focus on productivity through automation and
technology
Our reputation as ethical and socially responsible employers
Our use of predictive workforce analysis
Presenter
Presentation Notes
AG was certainly right. Consider what new skills are necessary today vs. just a few years ago. Imagine what skills will be required in a few more years as the speed of change continues to accelerate. According to the 2016 PWC CEO Survey, CEO’s plan to change their strategies to focus on multiple fronts, but by a wide margin the most important being the LeaderShift Pipeline and other Human Capital challenges.
Meet our PanelC-Suite Talent Experts
Joe HuntLeaderShift
ArchitectHunt Executive Search
Casey KellerPresident Wrigley
AmericasMars
Daniel MyersEVP Integrated Supply Chain
Mondeléz
Todd TillemansPresident Customer
DevelopmentUnilever
Presenter
Presentation Notes
I’m excited about this session on multiple fronts. Last two days, I’ve been in ten hours of meetings with the Advisory Council, Sales/IDAC and Human Resource Committee. I’ve had the privilege to hear multiple presentation from our industries foremost experts and thought leaders including McKinsey, BCG, PWC and others. While the subjects varied from Building a Growth Oriented ZBB Organization, Delayering, Joint Business Planning, and Digital Transformation, there were two constants throughout. One being it’s all about “Talent”. The 2nd being most centered around Mondelez, Unilever, Mars and a couple other companies who are winning the most. The very last meeting was the Human Resource committee, made up of our industries CHRO’s and one of the final slides was a list of questions these CHRO’s needed to start asking themselves and their organizations. I couldn't have planned this session better if I had a crystal ball, because we're going to have the opportunity to ask the very people who lead those very same best in class company’s the exact questions the McKinsey, PwC, and BCG might charge you $1M dollars to answer. Except this time, it’s free!
Casey KellerPresident Wrigley Americas - Mars
Gum Remains KingGum represents 60% of Wrigley’s business while Confections (30%) and Mints (10%) make up the remaining segments.
Skittles MinisInnovative Growth: By shrinking and unwrapping Skittles, the business has grown 25-30%.
Great Place to WorkMars made their 3rd
consecutive appearance in Fortune Magazine’s “100 Best Companies to Work For” in 2016.
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Presentation Notes
Let me introduce our panelists. Casey Keller is President Wrigley Americas at Mars. Prior to joining Mars, Casey was US President at Alberto Culver, CMO at Motorola, and held multiple general management and marketing leadership roles at H.J. Heinz, including CEO of Heinz Italy and Chief Growth Officer. He started his CPG career at Procter & Gamble after serving as an officer in the United States Navy. Casey received his undergraduate from Cornell University an M.B.A. from Harvard.
Daniel MyersExecutive Vice President Integrated Supply Chain - Mondeléz
Supply Chain Savings"We’re building an integrated supply chain organization that’s laser-focused…"
Oreo ManufacturingMondeléz is installing Oreo manufacturing lines that will require 30% less capital and reduce operating costs by $10m per line.
Most AdmiredMondeléz was named the #6 Consumer Food Products company in Fortune’s “Most Admired Companies” for the second year running.
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Daniel Myers is EVP, Integrated Supply Chain at Mondelēz where he leads >60,000 people in Procurement, Manufacturing, Engineering, Customer Service and Logistics. Prior to Kraft/Mondelez, he was with P&G for 33 years, most recently as Vice President Product Supply where he supported businesses in more than 170 countries. He has served in roles across all areas of the engineering, manufacturing and supply chain functions. Daniel is a Chemical Engineering from the University of Tennessee and serves on the board of the Global Supply Institute at the University of Tennessee’s School of Business and is member of the GS1 Global Board.
Todd TillemansPresident Customer Development - Unilever
Of Consumers Value Social PurposeBrands like Dove and Lipton have cultivated loyal consumers who value their commitment to social causes.
Waste to LandfillAs of last summer, Unilever had saved €244m euros as a result of cutting their energy consumption by 20%.
Most InnovativeUnilever was ranked as the world’s 6th “Most Innovative Company” by Forbes in 2016.
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Todd Tillemans is President of Customer Development at Unilever where he oversees business delivery of over $11B in revenue across all Unilever categories. His previous experience includes numerous general management and commercial leadership roles at Unilever. He began his CPG career with General Mills. Todd is member of the GMA and NACDS Industry Affairs committees, and a board member for Retail Industry Leaders Association and Enactus. Todd earned his undergraduate degree from the Univ of Minnesota and an MBA from the University of Chicago. -- I’d like to thank all of you for your willingness to share your wisdom and success with the industry.
Zero Based Budgeting / Delayering3G Effect / Disruptive Change
ZBB Focus “WHAT” & “HOW”
Graphic Credit: Bain & Company, 2016
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Welcome to our Zero Based Budget world. I recall the CEO panel last year at this very event at the Broadmoor predicted that Zero Based Budgets might be a thing of the past. I respectfully disagree. The pressure on cost to create value isn’t going away. Low growth is projected in both Developed and Developing markets over the next decade and maybe for the balance of our careers. ZBB enables investment in areas like supply chain, which in turn delivers more $ to reinvest through the new ROI lens, which I hope everyone here is honing. I believe your very ability in embedding a culture of cost accountability in your departments and organization will be the most significant determinant of your future potential. Daniel: We know Mondelez is a big believer in investment for growth. I can’t think of a better example of ZBB enabling investment in Supply Chain, which in turn “sustainably” delivers more $ to reinvest in other growth opportunities. -- I know you studies 3G, tell us about what I’ll refer to as your 3G journey. Where did you start? What did you do? And what were the results? Todd: How has ZBB affected your commitment and ability to developing talent for the better or for the worse? Casey: Mars culture is unique and being private, you march to the beat of your own drummer. Tell us about Mars ZBB and how you deal with the pressure on cost to create value?
Digital ConvergenceIdentifying the Skills Needed in the Digital World
4 BILLIONConnected People
$4 TRILLIONRevenue Opportunity
50 TRILLIONGBs of Data
Digital Business Forecast for 2020 by International Data Corporation
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Presentation Notes
Digitalization has changed the CPG business in every vertical. (Big Data & Advanced Analytics is being applied to everything from Digital Marketing, Shopper Data, Consumer Insights to Supply Chain) �One of the biggest headaches for the C-Suite is making sure that the organization has the right people to cope with what lies ahead. There’s the basic question of planning for the skills that are needed now and in the future: Which roles will be automated? What new roles will be needed to manage and run emerging technology? What skills should the company be looking for, and training their people for? Where will we find the people we need?� Questions Next Slide…
Digital ConvergenceWhat CEOs Have to Say About The Potential and Impact of Technology
Graphic/Data Credit: Accenture, 2014
65% Identified Analyitics/Big Data
48% Say Cloud Computing
43% Say Mobility
The top 3 technologies that have the most potential for ROI are:
Digital’s biggest impacts in the next five years:
40% Say Improving Productivity
25% Identified Changing the Organization of Operations
13% Believe it’s Supply Chain Optimization
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Presentation Notes
Todd: How is Your Organization and its Culture Adapting to New Ways of Developing Talent in the Digital World? What impact has it had? Casey: How is the Digital Convergence Changing the Talent Equation at Mars? Daniel: What specific strategies are you employing to help your organization bridge the gap between what you inherited five years ago (the old) and (the new) as it relates to the Digital Convergence?
Leadership / Talent DevelopmentProven Models for Developing Talent
Talent Retention Strategy
Leadership Cultivation
Culture of Diversity & Inclusion
OrganizationalStrength
Graphic Credit: Globoforce, 2016
Presenter
Presentation Notes
Mars, Mondelez and Unilever all have proven models for developing talent. Each sees leadership development as a long-term business strategy and grows talent with the same creativity and discipline used in every other part of the business. It’s commonly understood that the talent pipeline is as important as the innovation pipeline…leaders are created in the same way as superior products: with insight, innovation and rigor. Casey: Do you believe talent management should include all employees or focus on select individuals or groups (hi-po’s, millennials, diversity)? Daniel: How has your definition of high potential changed? What specific traits are most important now? Todd: What practical initiatives can organizations adopt to address the needs of their diverse employee population?
Diversity / InclusionKey Benefits of Workplace Diversity
85%of global enterprises
directly correlate diversity and innovation.
83%of executives say diversity
improves their ability to attract and retain talent.
15xthe increase in sales
revenue of companies with high diversity rates.
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Presentation Notes
It’s well knows that all of your companies are industry leaders around Diversity / Inclusion and the success correlation is well researched and proven. Todd: How do you leverage a culture of Diversity & Inclusion (especially gender) to transform the business landscape? What has your success been on Gender balance? Daniel: Do you believe your goals for diversity & inclusion are supported or hindered by 3G initiatives? Why? Casey: What are your goals around Diversity/Inclusion? What are you doing to achieve these goals? Is it working?
Recruiting Next Generation TalentFill Your Office Space with the Right Talent
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Todd: How do you approach the process of recruiting & attracting diverse talent? What specific steps in your hiring process exists to promote your diversity/inclusion goals? Casey: You’ve been engaged with some interesting global work on talent, where the Mars family is also involved. One challenge you’ve working on that all of us would be interested in hearing about is, how to insure this industry is a place where people want to work. What do you see as the biggest challenge/problem facing the CPG industry in the human capital/talent realm and what do you think can/should be done to address the problem?
Recruiting Next Generation TalentFill Your Office Space with the Right Talent
The cost of betting on the wrong leader has never been higher. No other factor plays a bigger role in determining the fate of organizations than the quality of their leaders. Understanding and measuring potential for leadership is the utmost priority for winning the war for talent.
Joe Hunt
LeaderShift Architect
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Presentation Notes
There used to be a place for “B” players, now “A” players in all roles is necessary to compete and succeed in the marketplace. Daniel: Can you share an example where you’ve struggled with the internal vs. external hiring decision? What’s the appropriate balance between internal promotions and external hires, and what strategies are you employing to strike the balance? Todd: Tell us about your external Talent Pipeline process. What value do you derive from continuously interviewing external talent and what have the results been?
Culture ShiftNavigating the Changing Tides
Graphic Credit: Cultureshift.org.uk, 2016
Presenter
Presentation Notes
We’re always reading about the “Unicorns” and outrageous workplace perks (massages, bring your dog to work, flex time). For most CPG and Retail companies many “Best Company To Work For” perks are not realistic. Our companies have razor thin margins, limited resources and a strong legacy cultures that has gotten us to this point, for better or worse. It’s easy for outsiders to advise us to simply get rid of naysayers, but the academics don’t have to meet quarterly and annual budgets. Casey: What is it that Mars does better than other CPG companies that results in the recognition of being one of only two CPG companies to be recognized as a Best Company to Work For? Todd: What are the realities of organizational transformation – lessons learned only from experience – that will help you create a culture where innovation thrives, ideas ignite people and bound them together in a common cause? Sustainability. Purpose Driven. �Daniel: What hurdles should leaders anticipate when leading significant culture shift, and how are these hurdles best cleared?
LeaderShift CompetenciesWhat are the Most Important Competencies?
OmniCultural Tech Savvy Manages Ambiguity
Inspires Others
Strategic Agility
InnovationManagement
Critical Thinking (IQ)
Learning Agility
Presenter
Presentation Notes
Let’s talk about what LeaderShift Competencies are most important. We’ve discussed ZBB and Digital (Big Data & Advanced Analytics) Our new world is OmniCultural. Irrespective of whether your operating in a multi-national or a predominantly North American company, every culture and business environment is OmniCultural. Only 2 out of Daniel’s 13 direct reports are Americans. The US consumers are OmniCultural by every measure. Nationalities, generation gaps and gender mix make up the variables of OmniCultural. Daniel, can you briefly share what you accomplished in India with the female workforce phenomena?
OmniCulturalAble to operate in a world with multi-cultural stakeholders
Overuse: Overly zealous champion of diversity; makes excuses
Can apply the competency in some common situations with
guidance.
Demonstrates solid knowledge
& ability. Can apply the competency,
without guidance, in
most situations.
Demonstrates advanced
knowledge & ability.
Can apply the competency in
new or complex situations.
Guides other professionals.
Demonstrates expert
knowledge and ability.
Can apply the competency in all situations. Develops new
approaches and methods.
Final ThoughtsEnsuring Personal Growth
Graphic Credit: Cognology, 2016
Request Feedback
Review Achievements
Plan Growth Needs
Improve Plan
Informal Feedback
Annual Review
Reward Achievements Set Goals
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Presentation Notes
Closing (Personal Growth) What are you doing regularly to ensure your own “personal growth and development” continues as a leader?
Talent Advice Mid-Cap & Small-Cap Companies
Cartoon by Matt Golding
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80% of CPG companies fall in the size category of Middle Market to Small. What advice would you give leaders at middle market and smaller companies regarding human capital strategies?
LeaderShift 2020Questions?
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Questions from the audience?
LeaderShift 2020Recruiting, Developing & Retaining the Next
