《联合利华的职业生涯管理》英文47p.ppt

1、第1页，共47页。lIncrease revenue growth to 5%per annumlIncrease operating margin from 10%to 15%by 2019lDeliver an incremental 2.7billion in operating profit by 2019Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever with the platform to deliver sustainable

2、 Provide Unilever with the platform to deliver sustainable growthgrowthUnileverNote:Figures do not include Bestfoods第2页，共47页。100120140160180200Q4 97Q1 98Q2 98Q3 98Q4 98Q1 99Q2 99Q3 99Q4 99Q1 00Q2 00Q3 00UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group“Shadow”Unilever

3、 Share Price Performance v Peer Group“Shadow”(Based on Quarterly Average Share prices)Why do we need the Path to Growth?The Market is concerned about our ability to execute our strategyThe Market is concerned about our ability to execute our strategyPeer Group:Beiersdorf,Avon,Cadbury,Clorox,Coca Col

4、a,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,LOreal,Nestle,P&G,Philip Morris,Reckitt Benckiser,Sara Lee,Shiseido,PepsicoUnilever Share Price Performance v Peer Group“Shadow”Unilever Share Price Performance v Peer Group“Shadow”第3页，共47页。Path to Growth-6 primary strategic thrusts Path to Growth-6

5、primary strategic thrusts第4页，共47页。What is our strategy for the Path to Growth?lusi ng consum er i nsi ght t odel i ver superi or consum erbenef i t sla sharpl y f ocused brandport f ol i olnew,al t ernat i ve channel slsi m pl i f yi ng our processesand st ruct ureldri vi ng synergi es andef f i ci

6、enci es across t hesuppl y chai nC ent ral t o t hi s i s an Ent erpri se C ul t ure,w hi ch f ost ersl passi on f or w i nni ng l connect ed creat i vi t y l l i berat i ng ri gourI ncrease revenue grow thI ncrease revenue grow th byI ncrease operati ng m argi nI ncrease operati ng m argi n byal l

7、ow i ng us to focus our i nvestm ent onal l ow i ng us to focus our i nvestm ent onadverti si ng and devel opm entadverti si ng and devel opm ental l ow i ng us to reduce costs andal l ow i ng us to reduce costs andi ncrease i nvestm entsi ncrease i nvestm ents第5页，共47页。World Class Supply ChainWe aim

8、 to:l Close the gap to world class in supply chain within three Close the gap to world class in supply chain within three yearsyearsBy:l Establishing a Global Buying programmeEstablishing a Global Buying programmel Establishing a world class manufacturing programmeEstablishing a world class manufact

9、uring programmeResulting in(approximately)(approximately):-100 fewer manufacturing sites100 fewer manufacturing sites-1.6 billion buying savings by end 20191.6 billion buying savings by end 2019-0.5 billion manufacturing savings per annum0.5 billion manufacturing savings per annum第6页，共47页。“The only

10、way to safeguard our position is to perform,to deliver,and to grow our business.”第7页，共47页。Depth and breadth of the Supply Chain Professional SkillsAn excellent overall understanding of the business,its processes and their linkagesBusiness behavioursOutstanding performanceSupply Chain-What does it ta

11、ke to succeed?第8页，共47页。The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission&Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality&Business Exc

12、ellenceFinance ManagementSafety,Health&EnvironmentTechnology Management第9页，共47页。Supply Chain-the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links the processes together第10页，共47页。Driving Value Creation in the Supply ChainBeating the Fade:continuous innovation and cost savingsGrowth t

13、hrough:making new products availableimproved distributionbetter customer serviceIncreased margins through:cost savings along the supply chainoverhead cost reductionreducing complexityCapital efficiency improvements:minimising investment in plant&equipment and inventoriesThese elements together contr

14、ibute more than 50%of Unilevers total Value Creation第11页，共47页。Organisational DevelopmentBusiness has moved,and continues to move,towards process managementEmergence of Supply Chain process rolesA career in the Supply Chain requires development of breadth and depth of skills,Leadership competencies,a

15、nd experience第12页，共47页。What do Supply Chain people in Unilever do?Roles in different parts of the organisationfactoriesregional supply chainsbusiness groupscorporate centreRoles:with strategic focusin a more operational environment,Roles in various parts of the supply chain:PlanSourceMakeDeliverRole

16、s which focus onthe multi-local aspects of the business at a national or regional levelthe multinational aspectsRoles in related professions,e.g.R&D,Customer ManagementRoles in QA,SHE and Technical Management第13页，共47页。Building Successful Careers Focuses On:Processes and tools used in career developm

17、entKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individuals potentialThe importance of tactical and strategic career planningThe need for a global perspectivePlanning life and career第14页，共47页。Building Careers-Key PrinciplesSuccessfu

18、l careers are based on outstanding performance founded on skills,competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance第15页，共47页。Building Careers-Key PrinciplesSuccessful careers are based on outstanding performance founded on skills,competencies and experienceExper

19、ienceProfessionalSkillsLeadershipCompetenciesPerformance第16页，共47页。The Leadership Growth Competencies第17页，共47页。Focus on Growth(in every sense)第18页，共47页。What is the Leadership Growth Profile?What is the Leadership Growth Profile?It is:A leading edge competency model that focuses on driving growth thro

20、ughout the businessA tool for development and assessment of performanceBy helping our leaders grow,we will grow our businessApplicable to everyone at WL2 and above第19页，共47页。Why we need to develop Competencies?Why we need to develop Competencies?CompetenciesKnowledge&SkillsPersonal characteristics(va

21、lues,traits,motives)shaping HOW the job is undertakenMeasured by clearly observable behaviourTransferable knowledge and abilities(professional and general)to do WHAT is required by the jobMeasured by demonstrated capability第20页，共47页。What are Competencies?“underlying characteristics that are directly

22、 related to superior performance in a given role”skills-what you know how to do e.g.make an effective presentationknowledge-what you know e.g.theories of effective presentation self image-how you see yourself e.g.public speakervalues-what you think is important e.g.achieving excellence traits-relati

23、vely enduring characteristics e.g.self-control big picture thinking motives -the unconscious factors that drive behaviour;they are intrinsically satisfying and rewarding e.g.achievement 第21页，共47页。The Iceberg ModelSkillSkillKnowledgeKnowledgeValuesValuesSelf-ImageSelf-ImageTraitsTraitsMotivesMotives

24、Acquired capabilityDeeper seated traits and motivesA competency:any characteristic of a person that differentiates outstanding from more typical performance in a given job,role,organization or culture.第22页，共47页。Competencies are:observable and measurable behavioural characteristics that can be develo

25、ped based on the business needs of today and tomorrow factors which drive superior performance in a given job第23页，共47页。How was the LGP developed?Step 1:Step 1:Was developed by a rigorous research process:Was developed by a rigorous research process:Assessment of Unilevers business context,the challe

26、nges facing Assessment of Unilevers business context,the challenges facing leaders and the capabilities needed to achieve growthleaders and the capabilities needed to achieve growth In-depth research of 39 Unilever growth leadersIn-depth research of 39 Unilever growth leaders Interviews and feedback

27、 from colleaguesInterviews and feedback from colleagues Comparison of the Unilever growth leadership Comparison of the Unilever growth leadership characteristics to a world-class benchmark samplecharacteristics to a world-class benchmark sample Large international organisationsLarge international or

28、ganisations Achieved substantial growth in own sectorsAchieved substantial growth in own sectorsResultResult:LGP was rolled out to WL6 and 5 in 2000 LGP was rolled out to WL6 and 5 in 2000第24页，共47页。How was the LGP developed?Step 2:Step 2:Focus groups and interviews with WL2,3 and 4 in 14 Focus group

29、s and interviews with WL2,3 and 4 in 14 countries around the worldcountries around the worldTested relevance and made relevant adjustmentsTested relevance and made relevant adjustmentsResult:Result:Now rolling out to all WL2+managers across Now rolling out to all WL2+managers across UnileverUnilever

30、第25页，共47页。How were the Criteria Established?How were the Criteria Established?Original Research Compared and Contrasted Two GroupsCurrent SuperiorLeaders“Baseline”CompetenciesBoth groups show“Distinguishing”CompetenciesOnly outstanding show第26页，共47页。How were the External Benchmarks used?How were the

31、 External Benchmarks used?Compared both groups to competencies required to meet the future strategy and against the external benchmark populationCurrent SuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEven the best needto show more第27页，共47页。What makes a world

32、-class leader of growth?What makes a world-class leader of growth?World-class leaders of growth:Driven by bigger ambition and drive for step change Generate and encourage big thinking Are highly street smart and savvyThink and act over a longer term perspectiveEnergise others for significant change

33、Demonstrate a greater focus on individuals-developing,empowering and holding them accountableUse highly effective influencing strategies to gain support:they know how to orchestrate the organisation-colleagues,bosses,their teamsHow does Unilever measure up?Although the best of the Unilever sample de

34、monstrates these behaviours and creates growth orientated climates,we are often still more controllers than enablers in our leadership style.We are good,but we know we can be better第28页，共47页。How is the LGP different?Directly related to our current business agenda-GrowthExternally benchmarked against

35、 the bestOne set of competencies for all levelsCreates a focus on development of outstanding leaders at every levelIt is easily modified to support future new business goalsAs a result,LGP will replace the Effective Unilever Manager competencies第29页，共47页。Achieves through integrity,teamwork and learn

36、ing Self Confident Integrity Team CommitmentLearning from Experience Possesses the intellectual power to determine directionEnsures that direction is market drivenDelivers through peopleActs decisively to improve performance Clarity of Purpose Practical CreativityObjective Analytical Power Market Or

37、ientation Leading Others Developing Others Influencing Others Entrepreneurial Drive Builds Commitment to Growth Builds Commitment to Growth Strategic Influencing Strategic Influencing Team Commitment Team Commitment Team Leadership Team LeadershipDrives for GrowthDrives for Growth Seizing the Future

38、 Seizing the Future Change Catalyst Change Catalyst Developing Self&Others Developing Self&Others Holding People-Accountable Holding People-Accountable Empowering Others Empowering OthersCreates a Growth VisionCreates a Growth Vision Passion for Growth Passion for Growth Breakthrough Thinking Breakt

39、hrough Thinking Organisational Awareness Organisational AwarenessSupply Chain-What does it take to succeed?第30页，共47页。LGP-The LevelsFour levels:Foundational Developing GrowthWorld ClassExample:Passion for GrowthAre highly motivated to achieve their personal targets in order to contribute to the susta

40、inable profitable growth of the businessAre ambitious for excellence and constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others and put into place plans to achieve theseTake significant entrepreneurial action and ask“what is possible?”to ens

41、ure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class Level第31页，共47页。LGP-The Levels(continued)Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe cant have significant growth without an incremental shift in behav

42、iourBut.These behaviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help people assess their performance against the profile,target criteria have been established for each work level第32页，共47页。Passion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND E

43、XPECTATION TO DELIVER outstanding results?Measure performance against internal and external benchmarks Make specific changes to improve performance(e.g.re-engineer processes to be faster,more efficient)Focus on raising quality and customer and consumer satisfaction Stimulate and encourage others to

44、bring about performance improvement for the businessCreate stretching but achievable goals to align own activities with growth initiatives Aim to find and realise new growth opportunitiesAlign own activities and goals with growth initiativesAim for performance excellence through own effortsStimulate

45、 growth by bringing about step change improvementsAim to make the impossible possibleEntrepreneurially commit significant investments to reap major rewardsDefy conventional wisdom and internal opposition to achieve major growthCreate new markets by exploiting growth opportunitiesObsess with growth a

46、nd focus on delivering new ways to gain competitive advantageAmbitious to hit set targets and standardsDeliver on commitments made to othersPersist in overcoming obstacles to successTake full responsibility for delivering their contribution to the businessAre highly motivated to achieve their person

47、al targets in order to contribute to the sustainable profitable growth of the businessFocus on business improvement and are ambitious for excellence,constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others and put into place plans to achieve t

48、heseTake significant entrepreneurial action,and ask“what is possible?”to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelOutstanding individuals radiate a Passion for Growth,the personal drive that enables individuals to go the extra mile in deliv

49、ering excellent performance.They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives.Outstanding individuals constantly push the boundaries of excellent business,ask big questions about what is possible and then take significant entrepreneurial a

50、ction over time to expand the horizons of the business.Success is the delivery of sustainable profitable growth.Negative Indicators:lToo busy dealing with immediate,urgent issues to look for new growth opportunitieslSettle for the status quo-take no action to improve mediocre performancelEasily side