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1、 Increaserevenuegrowthto5 perannumIncreaseoperatingmarginfrom10 to15 by2004Deliveranincremental 2 7billioninoperatingprofitby2004 PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders ProvideUnileverwiththeplatformtodeliversustainablegrowth Note FiguresdonotincludeBestfoods Unilever
2、 PeerGroup UnileverSharePricePerformancevPeerGroup Shadow BasedonQuarterlyAverageShareprices WhydoweneedthePathtoGrowth TheMarketisconcernedaboutourabilitytoexecuteourstrategy PeerGroup Beiersdorf Avon Cadbury Clorox CocaCola Colgate Danone Eridania Gillette Heinz Kao Lion L Oreal Nestle P G PhilipM
3、orris ReckittBenckiser SaraLee Shiseido Pepsico UnileverSharePricePerformancevPeerGroup Shadow PathtoGrowth 6primarystrategicthrusts WhatisourstrategyforthePathtoGrowth WorldClassSupplyChain Weaimto ClosethegaptoworldclassinsupplychainwithinthreeyearsBy EstablishingaGlobalBuyingprogrammeEstablishing
4、aworldclassmanufacturingprogrammeResultingin approximately 100fewermanufacturingsites 1 6billionbuyingsavingsbyend2002 0 5billionmanufacturingsavingsperannum Theonlywaytosafeguardourpositionistoperform todeliver andtogrowourbusiness DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverall
5、understandingofthebusiness it sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformance SupplyChain Whatdoesittaketosucceed TheSupplyChainProcessModel SupplyChain theHeartofOperations Plan SourcePlan MakePlan DeliverPlanninglinkstheprocessestogether DrivingValueCreationintheSupplyChain Beat
6、ingtheFade continuousinnovationandcostsavingsGrowththrough makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements minimisinginvestmentinplant equipmentandinventories
7、 Theseelementstogethercontributemorethan50 ofUnilever stotalValueCreation OrganisationalDevelopment Businesshasmoved andcontinuestomove towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills Leadershipcompetencies andexperience W
8、hatdoSupplyChainpeopleinUnileverdo RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles withstrategicfocusinamoreoperationalenvironment Rolesinvariouspartsofthesupplychain Plan Source Make DeliverRoleswhichfocusonthemulti localaspectsofthebusinessatan
9、ationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions e g R D CustomerManagementRolesinQA SHEandTechnicalManagement BuildingSuccessfulCareersFocusesOn ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepthofskillsandexperienceTheimpactof
10、eachindividual spotentialTheimportanceoftacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareer BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Pe
11、rformance BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance TheLeadershipGrowthCompetencies FocusonGrowth ineverysense WhatistheLeadershipGrowthProfile Itis Aleadin
12、gedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow wewillgrowourbusinessApplicabletoeveryoneatWL2andabove WhyweneedtodevelopCompetencies SUPERIORJOBPERFORMANCE Competencies Knowledge Skills Personalcharacteristics v
13、alues traits motives shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviour Transferableknowledgeandabilities professionalandgeneral todoWHATisrequiredbythejobMeasuredbydemonstratedcapability WhatareCompetencies underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenro
14、le skills whatyouknowhowtodoe g makeaneffectivepresentationknowledge whatyouknowe g theoriesofeffectivepresentationselfimage howyouseeyourselfe g publicspeakervalues whatyouthinkisimportante g achievingexcellencetraits relativelyenduringcharacteristicse g self control bigpicture thinkingmotives theu
15、nconsciousfactorsthatdrivebehaviour theyareintrinsicallysatisfyingandrewardinge g achievement TheIcebergModel Necessarybutnotsufficient Distinguisheffectiveperformance Acquiredcapability Deeperseatedtraitsandmotives Acompetency anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalpe
16、rformanceinagivenjob role organizationorculture Competenciesare observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob HowwastheLGPdeveloped Step1 Wasdevelopedbyarigorousresearchprocess AssessmentofUnilever sbusinesscontext thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn depthresearchof39Unilever growth leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever growth l
