1、聯合立華內部培訓材料100120140160180200Q4 97Q1 98Q2 98Q3 98Q4 98Q1 99Q2 99Q3 99Q4 99Q1 00Q2 00Q3 00UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Price Performance v Peer Group “Shadow”(Based on Quarterly Average Share prices)Why do we need the Path to

2、Growth?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 Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, LOreal, Nestle, P&

3、amp;G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Price Performance v Peer Group “Shadow” Path to Growth - 6 primary strategic thrusts Path to Growth - 6 primary strategic thrustsWhat is our strategy for the Path

4、to What is our strategy for the Path to Growth?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 enci es across t hesup

5、pl 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 ow i ng us to focus o

6、ur 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 entsWorld Class Supply ChainWe aim to: l Close the gap to world

7、class in supply chain within Close the gap to world class in supply chain within three yearsthree yearsBy: l Establishing a Global Buying programmeEstablishing a Global Buying programmel Establishing a world class manufacturing programmeEstablishing a world class manufacturing programmeResulting in

8、(approximately)(approximately):- 100 fewer manufacturing sites100 fewer manufacturing sites- 1.6 billion buying savings by end 20021.6 billion buying savings by end 2002- 0.5 billion manufacturing savings per annum0.5 billion manufacturing savings per annum“The only way to safeguard our position is

9、to perform, to deliver, and to grow our business.”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 take to succeed?The Supply Chain Proces

10、s ModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementS

11、afety, Health & EnvironmentTechnology ManagementSupply Chain - the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links the processes togetherDriving Value Creation in the Supply ChainBeating the Fade:continuous innovation and cost savingsGrowth through:making new products available

12、improved 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 contribute more than 50% of Unilev

13、ers total Value CreationOrganisational 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, and experienceWhat do Supply Chain

14、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: PlanSourceMakeDeliverRoles which focus onthe multi-local aspects of

15、 the business at a national or regional levelthe multinational aspectsRoles in related professions, e.g. R&D, Customer ManagementRoles in QA, SHE and Technical ManagementBuilding Successful Careers Focuses On:Processes and tools used in career developmentKey career building blocksCareer phasesTh

16、e 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 careerBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance found

17、ed on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceTh

18、e Leadership Growth CompetenciesFocus on Growth (in every sense)What is the Leadership Growth What is the Leadership Growth Profile?Profile?It is : A leading edge competency model that focuses on driving growth throughout the businessA tool for development and assessment of performanceBy helping our

19、 leaders grow, we will grow our businessApplicable to everyone at WL2 and aboveWhy we need to develop Competencies?Why we need to develop Competencies?CompetenciesKnowledge & SkillsPersonal characteristics (values, traits, motives) shaping HOW the job is undertakenMeasured by clearly observable

20、behaviourTransferable knowledge and abilities (professional and general) to do WHAT is required by the jobMeasured by demonstrated capabilityWhat 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

21、 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 - relatively enduring characteristics e.g. self-control big picture thinking motives

22、- the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achievement The Iceberg ModelSkillSkillKnowledgeKnowledgeValuesValuesSelf-ImageSelf-ImageTraitsTraitsMotivesMotives Acquired capabilityDeeper seated traits and motivesA competency: any characteristic

23、 of a person that differentiates outstanding from more typical performance in a given job, role, organization or culture.Competencies are: observable and measurable behavioural characteristics that can be developed based on the business needs of today and tomorrow factors which drive superior perfor

24、mance in a given jobHow 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 Assessment of Unilevers business context, the challenges facing leaders and the capabilities needed chal

25、lenges facing leaders and the capabilities needed to achieve growthto achieve growthIn-depth research of 39 Unilever growth leadersIn-depth research of 39 Unilever growth leaders Interviews and feedback from colleaguesInterviews and feedback from colleaguesComparison of the Unilever growth leadershi

26、p Comparison of the Unilever growth leadership characteristics to a world-class benchmark samplecharacteristics to a world-class benchmark sample Large international organisationsLarge international organisations Achieved substantial growth in own sectorsAchieved substantial growth in own sectorsRes

27、ultResult: LGP was rolled out to WL6 and 5 in 2000 LGP was rolled out to WL6 and 5 in 2000How was the LGP developed?Step 2:Step 2:Focus groups and interviews with WL2, 3 and 4 in 14 Focus groups and interviews with WL2, 3 and 4 in 14 countries around the worldcountries around the worldTested relevan

28、ce 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 UnileverUnileverHow were the Criteria Established? How were the Criteria Established? Original Research Compared and Co

29、ntrasted Two GroupsCurrent SuperiorLeaders “Baseline”CompetenciesBoth groups show “Distinguishing” CompetenciesOnly outstanding showHow were the External Benchmarks used? How were the External Benchmarks used? Compared both groups to competencies required to meet the future strategy and against the

30、external benchmark populationCurrent SuperiorLeaders “Baseline”Competencies “Distinguishing”CompetenciesPotentialVulnerabilitiesEven the best needto show moreWhat makes a world-class leader of growth?What makes a world-class leader of growth?World-class leaders of growth:Driven by bigger ambition an

31、d 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 Demonstrate a greater focus on individuals - developing, empowering and holding them accountableUse highly effective influen

32、cing 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 demonstrates these behaviours and creates growth orientated climates, we are often still more controllers than enabler

33、s in our leadership style. We are good, but we know we can be betterHow is the LGP different?Directly related to our current business agenda - GrowthExternally benchmarked against the bestOne set of competencies for all levelsCreates a focus on development of outstanding leaders at every levelIt is

34、easily modified to support future new business goalsAs a result, LGP will replace the Effective Unilever Manager competenciesAchieves through integrity, teamwork and learning Self Confident Integrity Team Commitment Learning from Experience Possesses the intellectual power to determine directionEnsu

35、res that direction is market drivenDelivers through peopleActs decisively to improve performance Clarity of Purpose Practical Creativity Objective Analytical Power Market Orientation Leading Others Developing Others Influencing Others Entrepreneurial Drive Builds Commitment to Growth Builds Commitme

36、nt to Growth Strategic Influencing Strategic Influencing Team Commitment Team Commitment Team Leadership Team LeadershipDrives for GrowthDrives for Growth Seizing the Future Seizing the Future Change Catalyst Change Catalyst Developing Self & Others Developing Self & Others Holding People -A

37、ccountable Holding People -Accountable Empowering Others Empowering OthersCreates a Growth VisionCreates a Growth Vision Passion for Growth Passion for Growth Breakthrough Thinking Breakthrough Thinking Organisational Awareness Organisational AwarenessSupply Chain - What does it take to succeed?LGP

38、- The Levels Four levels: Foundational Developing Growth World ClassExample: Passion for GrowthAre 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 imp

39、rove 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 LevelLGP - The Level

40、s (continued)Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe cant have significant growth without an incremental shift in behaviourBut.These behaviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help

41、people assess their performance against the profile, target criteria have been established for each work levelPassion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?Measure performance against internal and external benchmarks Make specific changes to i

42、mprove 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 growt

43、h initiatives Aim to find and realise new growth opportunitiesAlign own activities and goals with growth initiativesAim for performance excellence through own effortsStimulate growth by bringing about step change improvementsAim to make the impossible possibleEntrepreneurially commit significant inv

44、estments to reap major rewardsDefy conventional wisdom and internal opposition to achieve major growthCreate new markets by exploiting growth opportunitiesObsess with growth and focus on delivering new ways to gain competitive advantageAmbitious to hit set targets and standardsDeliver on commitments

45、 made to othersPersist in overcoming obstacles to successTake 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 a

46、mbitious 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 realisedFoundati

47、on LevelDeveloping LevelGrowth LevelWorld Class LevelOutstanding 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 it

48、s 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.Nega

49、tive 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-tracked from important growth goalslUnconcerned about missing deadlines or failing to meet business objectiveslD

50、o not take responsibility for contributing to growth objectivesLinks with: Organisational AwarenessLGP 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 clustersWL4WL3

51、WL2Two in each cluster at Growth including one of Seizing the Future and Change Catalyst and one other from the same clusterNo negative indicatorsMost competencies at Developing level. At least one competency in each cluster at Growth levelMore competencies at Developing level than at FoundationUsin

52、g the LGP and CompetenciesUsing the LGP and CompetenciesTalent ManagementCoaching &MentoringReward forGrowthRanking ListingPDP/DevelopmentLeadershipGrowthProfileWhere has LGP been used so far?Where has LGP been used so far?Already used for: Assessment of all WL5 and WL6 Personal development plan

53、ning for WL5/6 Executive selection One element of WL4 assessment in Unilever/Bestfoods mergerGoing Forward - Future Uses of LGPGoing Forward - Future Uses of LGPThe LGP will be used in:PDP - in all organisations for WL2 and above by 2002/2003 PDP cycleIndividual performance and capability will be as

54、sessed against the LGP competencies based on previous 2 - 3 years dataSelf-assessment and personal development planningListingRanking for WL4 (others may follow)Assessment, selection and recruitment of all posts at Graduate level and aboveNext Steps for youAccess the How good can I be? document on t

55、he HR website address to understand the model, the competencies within it and how to use the modelStudy the target criteria for your role and work level in the documentConsider your strengths and development needs against the modelWork with your manager and your employees (either in the PDP process

56、or independently) to identify critical gaps to close - and build and implement an action planBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceSupply Chai

57、n Professional SkillsllsJob Skills ProfileAbilities to do the job well now + future.Person Skills ProfileMy current abilities. DifferencePersonalDevelopmentPlan2. Integrated Supply Chain Modelling and Design Integrated/CollaborativeSupply Chain Planning Operational Planning & Forecasting Materia

58、ls Management Supply Intelligence & StrategyDevelopment Contract Agreement/Arrangement& Management Integrating Supplier Value into the Business Driving ProductionPerformance Improvement Influencing & Implementing Product& Process Innovation Maintenance & Project Engineering Customer Service Development& Management Warehousing and Distribution Management Channel Logistics DevelopmentThe New Skills Framework for Supply Chain Business Economics Negotiation & Influ