《联合利华的职业生涯管理 英文ppt课件》由会员分享，可在线阅读，更多相关《联合利华的职业生涯管理 英文ppt课件（47页珍藏版）》请在金锄头文库上搜索。
1、,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 2004,Path to Growth identifies what we will do to deliver on our promises to shareholders:,Provide Unilever with the platform to deliver sustainable gro
2、wth,Note: Figures do not include Bestfoods,Unilever,Peer Group,Unilever 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 strategy,Peer Group: Beiersdorf,Avon, Cadbury, C
3、lorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, LOreal, Nestle, P they are intrinsically satisfying and rewarding e.g. achievement,The Iceberg Model,Necessary but not sufficient,Distinguish effective performance,Acquired capability,Deeper seated traits and motives,A competen
4、cy: any characteristic 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 whic
5、h drive superior performance in a given job,How was the LGP developed?,Step 1: Was developed by a rigorous research process: Assessment of Unilevers business context, the challenges facing leaders and the capabilities needed to achieve growth In-depth research of 39 Unilever growth leaders Interview
6、s 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,How was the LGP developed?,Step 2: Focus groups a
7、nd 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,How were the Criteria Established?,Original Research Compared and Contrasted Two Groups,Current Superior Leaders,Current Outsta
8、nding Leaders,“Baseline” Competencies Both groups show,“Distinguishing” Competencies Only outstanding show,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
9、leaders,Current Superior Leaders,“Baseline” Competencies,“Distinguishing” Competencies,Potential Vulnerabilities Even the best needto show more,Current Outstanding Leaders,What makes a world-class leader of growth?,World-class leaders of growth: Driven by bigger ambition and drive for step change Ge
10、nerate 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
11、 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 s
12、tyle. We are good, but we know we can be better,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
13、 to support future new business goals As a result, LGP will replace the Effective Unilever Manager competencies,Achieves through integrity, teamwork and learning,Self Confident Integrity Team Commitment Learning from Experience,Possesses the intellectual power to determine direction,Ensures that dir
14、ection is market driven,Delivers through people,Acts 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 Strategic Influencing Tea
15、m Commitment Team Leadership,Drives for Growth Seizing the Future Change Catalyst Developing Self & Others Holding People -Accountable Empowering Others,Creates a Growth Vision Passion for Growth Breakthrough Thinking Organisational Awareness,Supply Chain - What does it take to succeed?,Leadership G
16、rowth Competencies,LGP - The Levels,Four 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 business,Are ambitious for excellence and constantly search for opportunities to improve the business,Set challenging growth goals for themselves and others and put into place plans to achieve these,Take significant entreprene
