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- 1. (本页无文本内容)
- 2. Increase revenue growth to 5% per annum Increase operating margin from 10% to 15% by 2004 Deliver an incremental €2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever with the platform to deliver sustainable growthNote: Figures do not include Bestfoods
- 3. UnileverPeer GroupUnilever 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 strategyPeer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “Shadow”
- 4. Path to Growth -- 6 primary strategic thrusts
- 5. What is our strategy for the Path to Growth?
- 6. World Class Supply ChainWe aim to: Close the gap to world class in supply chain within three years By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
- 7. “The only way to safeguard our position is to perform, to deliver, and to grow our business.”
- 8. Depth and breadth of the Supply Chain Professional Skills An excellent overall understanding of the business, it’s processes and their linkages Business behaviours Outstanding performanceSupply Chain - What does it take to succeed?
- 9. The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementSafety, Health & EnvironmentTechnology Management
- 10. Supply Chain - the Heart of OperationsPlan/Source Plan/Make Plan/Deliver Planning links the processes together
- 11. Driving Value Creation in the Supply Chain‘Beating the Fade’: continuous innovation and cost savings Growth through: making new products available improved distribution better customer service Increased margins through: cost savings along the supply chain overhead cost reduction reducing complexity Capital efficiency improvements: minimising investment in plant & equipment and inventories These elements together contribute more than 50% of Unilever’s total Value Creation
- 12. Organisational DevelopmentBusiness has moved, and continues to move, towards process management Emergence of Supply Chain process roles A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
- 13. What do Supply Chain people in Unilever do?Roles in different parts of the organisation factories regional supply chains business groups corporate centre Roles: with strategic focus in a more operational environment, Roles in various parts of the supply chain: Plan–Source–Make–Deliver Roles which focus on the multi-local aspects of the business at a national or regional level the multinational aspects Roles in related professions, e.g. R&D, Customer Management Roles in QA, SHE and Technical Management
- 14. Building Successful Careers Focuses On:Processes and tools used in career development Key career building blocks Career phases The need for breadth and depth of skills and experience The impact of each individual’s potential The importance of tactical and strategic career planning The need for a global perspective Planning life and career
- 15. Building Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessional SkillsLeadership CompetenciesPerformance
- 16. Building Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessional SkillsLeadership CompetenciesPerformance
- 17. The Leadership Growth Competencies
- 18. Focus on Growth (in every sense)
- 19. What is the Leadership Growth Profile?It is : A leading edge competency model that focuses on driving growth throughout the business A tool for development and assessment of performance By helping our leaders grow, we will grow our business Applicable to everyone at WL2 and above
- 20. Why we need to develop Competencies?SUPERIOR JOB PERFORMANCECompetenciesKnowledge & SkillsPersonal characteristics (values, traits, motives) shaping HOW the job is undertaken Measured by clearly observable behaviourTransferable knowledge and abilities (professional and general) to do WHAT is required by the job Measured by demonstrated capability
- 21. What are Competencies?“ … underlying characteristics that are directly related to superior performance in a given role” skills - what you know how to do e.g. make an effective presentation knowledge - what you know e.g. theories of effective presentation self image - how you see yourself e.g. public speaker values - what you think is important e.g. achieving excellence traits - relatively 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
- 22. The Iceberg ModelNecessary but not sufficientDistinguish effective performance }SkillKnowledgeValuesSelf-ImageTraitsMotives}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.
- 23. Competencies are: observable and measurable behavioural characteristics that can be developed based on the business needs of today and tomorrow factors which drive superior performance in a given job
- 24. How was the LGP developed?Step 1: Was developed by a rigorous research process: Assessment of Unilever’s business context, the challenges facing leaders and the capabilities needed to achieve growth In-depth research of 39 Unilever ‘growth’ leaders Interviews and feedback from colleagues Comparison of the Unilever ‘growth’ leadership characteristics to a world-class benchmark sample Large international organisations Achieved substantial growth in own sectors Result: LGP was rolled out to WL6 and 5 in 2000
- 25. How was the LGP developed?Step 2: Focus groups and interviews with WL2, 3 and 4 in 14 countries around the world Tested relevance and made relevant adjustments Result: Now rolling out to all WL2+ managers across Unilever
- 26. How were the Criteria Established? Original Research Compared and Contrasted Two GroupsCurrent Superior Leaders Current Outstanding Leaders “Baseline” Competencies Both groups show “Distinguishing” Competencies Only outstanding show
- 27. How were the External Benchmarks used? Compared both groups to competencies required to meet the future strategy and against the external benchmark population External benchmark of ‘world class’ leadersCurrent Superior Leaders “Baseline” Competencies “Distinguishing” CompetenciesPotential Vulnerabilities Even the best need to show moreCurrent Outstanding Leaders
- 28. 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 savvy Think and act over a longer term perspective Energise others for significant change Demonstrate a greater focus on individuals - developing, empowering and holding them accountable Use highly effective influencing strategies to gain support: they know how to orchestrate the organisation - colleagues, bosses, their teams How does Unilever measure up? Although the best of the Unilever sample demonstrates 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
- 29. How is the LGP different?Directly related to our current business agenda - Growth Externally benchmarked against the best One set of competencies for all levels Creates a focus on development of outstanding leaders at every level It is easily modified to support future new business goals As a result, LGP will replace the ‘Effective Unilever Manager’ competencies
- 30. Achieves through integrity, teamwork and learningSelf Confident Integrity Team Commitment Learning from Experience Possesses the intellectual power to determine directionEnsures that direction is market drivenDelivers through peopleActs decisively to improve performanceClarity of Purpose Practical Creativity Objective Analytical PowerMarket OrientationLeading Others Developing Others Influencing OthersEntrepreneurial Drive Builds Commitment to Growth Strategic Influencing Team Commitment Team LeadershipDrives for Growth Seizing the Future Change Catalyst Developing Self & Others Holding People -Accountable Empowering OthersCreates a Growth Vision Passion for Growth Breakthrough Thinking Organisational AwarenessSupply Chain - What does it take to succeed?Leadership Growth Competencies
- 31. LGP - The LevelsFour levels: Foundational Developing Growth World Class Example: Passion for Growth Are highly motivated to achieve their personal targets in order to contribute to the sustainable 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 ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class Level
- 32. LGP - The Levels (continued…)Behaviours needed to demonstrate World Class are very stretching This reflects our business targets We can’t have significant growth without an incremental shift in behaviour But….. These behaviours are not beyond our capabilities We need to make our people development a higher priority To help people assess their performance against the profile, target criteria have been established for each work level
- 33. Passion for Growth Does this person DEMONSTRATE DRIVE BEYOND EXPECTATION 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 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 opportunities Align own activities and goals with growth initiatives Aim for performance excellence through own efforts Stimulate growth by bringing about step change improvements Aim to make the impossible possible Entrepreneurially commit significant investments to reap major rewards Defy conventional wisdom and internal opposition to achieve major growth Create new markets by exploiting growth opportunities Obsess with growth and focus on delivering new ways to gain competitive advantage Ambitious to hit set targets and standards Deliver on commitments made to others Persist in overcoming obstacles to success Take full responsibility for delivering their contribution to the businessAre highly motivated to achieve their personal 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 theseTake significant entrepreneurial action, and ask “what is possible?” to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class Level Outstanding individuals radiate a Passion for Growth, the personal drive that enables individuals to go the extra mile in delivering 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 action over time to expand the horizons of the business. Success is the delivery of sustainable profitable growth. .Negative Indicators: Too busy dealing with immediate, urgent issues to look for new growth opportunities Settle for the status quo - take no action to improve mediocre performance Easily side-tracked from important growth goals Unconcerned about missing deadlines or failing to meet business objectives Do not take responsibility for contributing to growth objectivesLinks with: Organisational Awareness
- 34. LGP Guideline criteria for work levelsWL6Meets WL4 target and has at least one World Class competency in each clusterWL5Meets WL4 target and has one World Class competency in each of two clusters WL4WL3WL2Two in each cluster at Growth including one of Seizing the Future and Change Catalyst and one other from the same cluster No negative indicatorsMost competencies at Developing level. At least one competency in each cluster at Growth level More competencies at Developing level than at Foundation
- 35. Using the LGP and CompetenciesTalent ManagementCoaching & MentoringReward for GrowthRanking ListingPDP/ DevelopmentLeadership Growth Profile
- 36. Where has LGP been used so far?Already used for: Assessment of all WL5 and WL6 Personal development planning for WL5/6 Executive selection One element of WL4 assessment in Unilever/Bestfoods merger
- 37. Going Forward - Future Uses of LGPThe LGP will be used in: PDP - in all organisations for WL2 and above by 2002/2003 PDP cycle Individual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years’ data Self-assessment and personal development planning Listing Ranking for WL4 (others may follow) Assessment, selection and recruitment of all posts at Graduate level and above
- 38. Next Steps for youAccess the ‘How good can I be?’ document on the HR website [address] to understand the model, the competencies within it and how to use the model Study the target criteria for your role and work level in the document Consider your strengths and development needs against the model Work with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action plan
- 39. Building Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessional SkillsLeadership CompetenciesPerformance
- 40. Supply Chain Professional SkillsJob Skills Profile Abilities to do the job well now + future.Person Skills Profile My current abilities. DifferencePersonal Development PlanGAP ANALYSIS
- 41. 2. Integrated Supply Chain Modelling and DesignIntegrated/Collaborative Supply Chain Planning Operational Planning & Forecasting Materials ManagementSupply Intelligence & Strategy Development Contract Agreement/Arrangement & Management Integrating Supplier Value into the BusinessDriving Production Performance Improvement Influencing & Implementing Product & Process Innovation Maintenance & Project EngineeringCustomer Service Development & Management Warehousing and Distribution Management Channel Logistics DevelopmentThe New Skills Framework for Supply ChainPlanMakeDeliverSourceKey GeneralBusiness Economics Negotiation & Influencing Supporting Sustainable Development Using Information Technology People Management Project Management(HR) Employee Relations R & D Development Skills1. Extended Supply Chain Strategy Development & Deployment3. Supplier (& Contractor) Relationship 4. Developing & Implementing /Economic Management Supply Chain Innovation6. Managing Quality, Safety (& Environment) 5. Formulation, Process & Packaging Knowledge7. Optimising Supply Chain Operations PerformanceCore
- 42. at least 2 of the 4 Supply Chain sub-processes (Plan, Source, Make, Deliver). (especially those with Finance/Business backgrounds): Technology as a Supply Chain enabler.Building a Supply Chain career Learn the TradeCareer Building Blocks Experience - WL2
- 43. Career Building Blocks Experience - WL3Building a Supply Chain career Act as a BusinessmanAs a Supply Chain leader at WL3 you will need to gain experience in: managing in an integrated SC leading a SC sub-process at regional level
- 44. Career Building Blocks Experience - WL4Building a Supply Chain career Strategy into ActionAs a Supply Chain Director at WL4 you will need to gain experience in: operational management of integrated supply chains leading strategic development of Supply Chain or sub- processes at regional/international level (BG/ Corporate/Category)
- 45. The Supply Chain Career Platform: My Professional DevelopmentThere are Supply Chain jobs at every level in Unilever Progress to senior levels by moving through challenging jobs. Unique experience of working in positions of different types Work alongside other business processes, including: Financial Management Customer Development Brand Development.
- 46. The bottom line: Unilever is a MeritocracyUnilever’s focus on performance, and the use of objective means by which to assess skills, experience, competencies and potential, will lead the best managers to reach the most senior levels in the business.Whatever the career route, Supply Chain managers can be assured that:
- 47. What do you do next?Use PDP to develop skills and competencies Use each career step as a learning experience Be realistic about your own potential Deliver outstanding performance
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