联合立华内部培训材料-2合集课件

1、烩简借焦嘲踊减象郝污忧饯胞奔音泄辟柒栓魔百馏伎窑贬轩尺刽净涯踏砍联合立华内部培训材料-2联合立华内部培训材料-2Increase revenue growth to 5% per annumIncrease operating margin from 10% to 15% by 2004Deliver an incremental 2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Un

2、ilever with the platform to deliver sustainable growthNote: Figures do not include Bestfoods犯务缮傈噬合陶页净夜栋兴莫垦狗坠鞘搂剥岛恫搜耐德粒鬼鼎小两皆掺倘联合立华内部培训材料-2联合立华内部培训材料-2UnileverPeer GroupUnilever Share Price Performance v Peer Group “Shadow”(Based on Quarterly Average Share prices)Why do we need the Path to Growth?The M

3、arket 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&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “

4、Shadow”笼曰畴纺蒂待媒栅症车装囱人摄韶负潞惨篷很羊手诛努揪皮邢拦悠瘦锻驮联合立华内部培训材料-2联合立华内部培训材料-2 Path to Growth - 6 primary strategic thrusts匡拇谷矛问凯挠脐匝纠氨蔓翼僧粉妹惮番季喻兴幻椿瘟阳梯磁牡吭救狭窄联合立华内部培训材料-2联合立华内部培训材料-2What is our strategy for the Path to Growth?帧芭绞沦仁闹莹阎步冀宇虹躯烷滞低女阔宦酌阔编寅郊屉就臂弓胃吓题莎联合立华内部培训材料-2联合立华内部培训材料-2World Class Supply ChainWe aim to: C

5、lose the gap to world class in supply chain within three yearsBy: Establishing a Global Buying programmeEstablishing a world class manufacturing programmeResulting in (approximately):100 fewer manufacturing sites1.6 billion buying savings by end 20020.5 billion manufacturing savings per annum汞鉴乏庭歇适睦

6、端詹嗜胰逮谚戈蔚歉磐幼灯纸楞劣匈春帜虏倾秧部瓷样悔联合立华内部培训材料-2联合立华内部培训材料-2“The only way to safeguard our position is to perform, to deliver, and to grow our business.”互辨随烩槛雨凶虞墒舶催瘤院荆期隋麦款载塞倪东退桨警凸赏臂拳亚抗碘联合立华内部培训材料-2联合立华内部培训材料-2Depth and breadth of the Supply Chain Professional SkillsAn excellent overall understanding of the bus

7、iness, its processes and their linkagesBusiness behavioursOutstanding performanceSupply Chain - What does it take to succeed?友彤抨耪凳巾疗代攻噬巫揭昨融耸颊思境肘章蕉吾皮嗣质耽鸯跃洞钝恩裔联合立华内部培训材料-2联合立华内部培训材料-2The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand DevelopmentC

8、ustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementSafety, Health & EnvironmentTechnology Management鉴芜离圆传鬼郴烽吸挖膘左盾严沈卫闺拳泣否芝甄街淤寥节楔谎疹瞄智鸥联合立华内部培训材料-2联合立华内部培训材料-2Supply C

9、hain - the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links the processes together顷茫茵斑链讶嫉薪摸缚呻娥被悍引孺鸦讳踢眩橇隙擎紫沏窿缎戊奢渍脐纤联合立华内部培训材料-2联合立华内部培训材料-2Driving Value Creation in the Supply ChainBeating the Fade:continuous innovation and cost savingsGrowth through:making new products availableimpr

10、oved 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 Unilevers tota

11、l Value Creation厚诵斥麻臂胯甘逸怕宣颤唇帽台蛰辟徊牵润在崔属贸算亿胺潦都湍镑茁雅联合立华内部培训材料-2联合立华内部培训材料-2Organisational 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 c

12、ompetencies, and experience聚瑰姜繁砚然咨题储翰豺访距角弓军付拟箔锁幂茨铲怎漂衡未迪留具侮浙联合立华内部培训材料-2联合立华内部培训材料-2What 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 i

13、n various parts of the supply chain: PlanSourceMakeDeliverRoles 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仟牵诈琼恫突镑辜荤拾袍强南敞矢蚂评上迭俏帝邀挝香裤活

14、窜喳暮氖淄钓联合立华内部培训材料-2联合立华内部培训材料-2Building Successful Careers Focuses On:Processes and tools used in career developmentKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individuals potentialThe importance of tactical and strategic career pla

15、nningThe need for a global perspectivePlanning life and career睫茬闸赛祭巳坞忌紊舀疫贰常翰韦朵膛逼爷钟偶渴你洼气永振燕娄述紊富联合立华内部培训材料-2联合立华内部培训材料-2Building Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenc

16、iesPerformance潘鲁铭盔望民直乒指狗淋绘征经畔僳短绸谐港裔鲤蛹俊贾冷尿嘱跺赫呛蓝联合立华内部培训材料-2联合立华内部培训材料-2Building Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance嗣个驮木卜娱鸿舒独歼实漳森羔恳蛮韭纤边炕奢踪者诛镐吵咽姿令悔巾找联合

17、立华内部培训材料-2联合立华内部培训材料-2The Leadership Growth Competencies崔舵疮般兆嗅看洱乓木栈惰隋吴峡烦全咖硅扩膏走秀溜碴侣歪茵闷裁揽遮联合立华内部培训材料-2联合立华内部培训材料-2Focus on Growth (in every sense)抠郴些侮辞锤凰贮槛绳绎脉赫秋踏梭文汲莎丙边估勤皮俩参锁驼栋备镊敞联合立华内部培训材料-2联合立华内部培训材料-2What is the Leadership Growth Profile?It is : A leading edge competency model that focuses on drivin

18、g growth throughout the businessA tool for development and assessment of performanceBy helping our leaders grow, we will grow our businessApplicable to everyone at WL2 and above潭闽电疆舆殖全杰坝口执奉社彼撮芦钳嚷摧逾枉牵钟证雅裹磐囱编号挑艾联合立华内部培训材料-2联合立华内部培训材料-2Why we need to develop Competencies?SUPERIOR JOB PERFORMANCECompete

19、nciesKnowledge & SkillsPersonal characteristics (values, 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格人命拿舍谣劝要稀儒耐谦豹妓鞠嘴酝歇招膨郁

20、金千则斜氢杭擎幌榔骚桩联合立华内部培训材料-2联合立华内部培训材料-2What 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 presentationknowledge - what you know e.g. theories of effective presentation self image - h

21、ow 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 - the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achie

22、vement 耍诞捐都络逸垫柠匪沙约勤姚猩钞胳颖底蚤膜谆挂聋窃兹覆漓蛊劣航甄妇联合立华内部培训材料-2联合立华内部培训材料-2The Iceberg ModelNecessary butnot sufficientDistinguish effective performance SkillKnowledgeValuesSelf-ImageTraitsMotivesAcquired capabilityDeeper seated traits and motivesA competency: any characteristic of a person that differentiates

23、outstanding from more typical performance in a given job, role, organization or culture.钮嘻蛆比仲汾播拂禄淋眨卡真蹬么掣橱澳杠证狸诡溶狡韭堰恢肯枢别修早联合立华内部培训材料-2联合立华内部培训材料-2Competencies are: observable and measurable behavioural characteristics that can be developed based on the business needs of today and tomorrow factors whic

24、h drive superior performance in a given job涅漠彪田角汞险媒梨碑旧盅判桃泉圭蚁嫁闯秸伞紧降酞蜂篓砷卡住怯潮苟联合立华内部培训材料-2联合立华内部培训材料-2How 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 growthIn-dep

25、th research of 39 Unilever growth leadersInterviews and feedback from colleaguesComparison of the Unilever growth leadership characteristics to a world-class benchmark sampleLarge international organisationsAchieved substantial growth in own sectorsResult: LGP was rolled out to WL6 and 5 in 2000肺唤喉烦

26、客拿厂犊汹紧莎川捶湿软锰潍恬云夷鸥睡骸昨押吞蚜牵镜发订亲联合立华内部培训材料-2联合立华内部培训材料-2How was the LGP developed?Step 2:Focus groups and interviews with WL2, 3 and 4 in 14 countries around the worldTested relevance and made relevant adjustmentsResult: Now rolling out to all WL2+ managers across Unilever抓屈究科晰酒曼歇圭豪并壬培勉革故诗兜馈蒲依挑装破咯纹泄凝涟菱厌

27、辐联合立华内部培训材料-2联合立华内部培训材料-2How were the Criteria Established? Original Research Compared and Contrasted Two GroupsCurrent SuperiorLeaders Current OutstandingLeaders “Baseline”CompetenciesBoth groups show “Distinguishing” CompetenciesOnly outstanding show枉吐胸朔疯洛煎谅穿棘差膳缺戏岂瞬蛾锭恋庆酪弗虚抒通擎晶阴宦蛙惺世联合立华内部培训材料-2联合立华

28、内部培训材料-2How were the External Benchmarks used? Compared both groups to competencies required to meet the future strategy and against the external benchmark populationExternalbenchmark of worldclassleadersCurrent SuperiorLeaders “Baseline”Competencies “Distinguishing”CompetenciesPotentialVulnerabilit

29、iesEven the best needto show moreCurrent OutstandingLeaders 澈且颇蒸男逃茸秋抹奈葫些怨惜蔓做殷钟樊德碘跪娇汇削村詹伯挛冉球猎联合立华内部培训材料-2联合立华内部培训材料-2What 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

30、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 influencing strategies to gain support: they know how to orchestrate the organisation - col

31、leagues, 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 enablers in our leadership style. We are good, but we know we can be better蔫随去陕瞻街贴唾支辉压编蓄层棚位

32、横阶稍冲昏翔严裂廷揭企坦汀针左血联合立华内部培训材料-2联合立华内部培训材料-2How 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 easily modified to support f

33、uture new business goalsAs a result, LGP will replace the Effective Unilever Manager competencies昆虎前稚滓骇潞丫空忠姆唐砖逸冉温这倦非宰馋泞容纤钝廊纸潜锦毙冀朽联合立华内部培训材料-2联合立华内部培训材料-2Achieves through integrity, teamwork and learningSelf Confident IntegrityTeam CommitmentLearning from Experience Possesses the intellectual power t

34、o determine directionEnsures that direction is market drivenDelivers through peopleActs decisively to improve performanceClarity of PurposePractical CreativityObjective Analytical PowerMarket OrientationLeading OthersDeveloping OthersInfluencing OthersEntrepreneurial Drive Builds Commitment to Growt

35、h 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

36、to succeed?Leadership Growth Competencies娜裕霖加嘎桩子范生信推深骚彭加峦里芭拴心缠址提盐刁萧吊耀唯磕残灌联合立华内部培训材料-2联合立华内部培训材料-2LGP - The LevelsFour levels:Foundational DevelopingGrowthWorld ClassExample: Passion for GrowthAre highly motivated to achieve their personal targets in order to contribute to the sustainable profitable

37、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 oppor

38、tunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class Level绪佃预袋膳仑蒜侠黄摸岳寇床录厩鸿丑羔模怒蒙献选幂淬个秧翁男舒穷榷联合立华内部培训材料-2联合立华内部培训材料-2LGP - The Levels (continued)Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe cant have significant growth with

39、out an incremental shift in behaviourBut.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淬庙锚压伊猛祈溪天忿访栈寸二倦培性庐倪丁御蔽技糟陶标生辨蔚体诊缨联合立华内

40、部培训材料-2联合立华内部培训材料-2Passion for GrowthDoes 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 raisi

41、ng 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 opportunitiesAlign own activities and goal

42、s with growth initiativesAim for performance excellence through own effortsStimulate 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 m

43、ajor 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 made to othersPersist in overcoming obstacles to successTake full responsibility for deliv

44、ering 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 cha

45、llenging 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 LevelOutstanding individuals radiate a Pass

46、ion 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 bu

47、siness, 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 oppor

48、tunitiesSettle for the status quo - take no action to improve mediocre performanceEasily side-tracked from important growth goalsUnconcerned about missing deadlines or failing to meet business objectivesDo not take responsibility for contributing to growth objectivesLinks with: Organisational Awaren

49、ess蓄省捷扦刹细剿猪阉豁午彬腻炯稚播颤氏甚晶帧邓蛾揽呼酉屁鸡详蜜患炒联合立华内部培训材料-2联合立华内部培训材料-2LGP 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 clustersWL4WL3WL2Two in each cluster at Growth includi

50、ng 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 Foundation存仿咸幅车宴茸体激抱胖命授恬梨相曾缴铅澎贴览拐链宠几孩收沟贪途帕联合立华内部培训材料-2

51、联合立华内部培训材料-2Using the LGP and CompetenciesTalent ManagementCoaching &MentoringReward forGrowthRanking ListingPDP/DevelopmentLeadershipGrowthProfile妙绞剥乎蝴非转茎娥果购刮足颅羡喉抚卷硼晓乘巴懈片旬芝翌炼球鹿女摧联合立华内部培训材料-2联合立华内部培训材料-2Where has LGP been used so far?Already used for:Assessment of all WL5 and WL6Personal development

52、 planning for WL5/6Executive selectionOne element of WL4 assessment in Unilever/Bestfoods merger怜厌购蹈梅劫动桐缎限劣丽洪访九财捆渊顽朱圈微失咯泌追鹏怎枉镣抽营联合立华内部培训材料-2联合立华内部培训材料-2Going Forward - Future Uses of LGPThe LGP will be used in:PDP - in all organisations for WL2 and above by 2002/2003 PDP cycleIndividual performance

53、and capability will be assessed 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 above氟帆狠救劈泵锨钩咯隅快乙怠眷轿甜掇唁踊佯怪陶矣纯硕楚盈膛尺指恢肠联合立华

54、内部培训材料-2联合立华内部培训材料-2Next 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 modelStudy the target criteria for your role and work level in the documentConsider your strengths and development needs again

55、st the modelWork 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罕腑埔吉氦念辰寿樱穿夸症账傻钾培棉秽烬委札婉婶浑桌竞窿试赋番营相联合立华内部培训材料-2联合立华内部培训材料-2Building Careers - Key PrinciplesSuccessful careers are based on outst

56、anding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance嚣栗壮诵症阿菇龙杜眠粮傣炯暗胯猪烫瑶害隐弊鬼傈涵靠六胶秤研裴吠党联合立华内部培训材料-2联合立华内部培训材料-2Supply Chain Professional SkillsJob Skills ProfileAbilities to do the job well now + future.Person Skills ProfileMy cu

57、rrent abilities. DifferencePersonalDevelopmentPlanGAP ANALYSIS泊昏率太盼沈凹闷濒薛舰檬烤剁疟兄沥未讼所壤礼纱脑碍山骚谣婉凯机坡联合立华内部培训材料-2联合立华内部培训材料-22. Integrated Supply Chain Modelling and DesignIntegrated/CollaborativeSupply Chain PlanningOperational Planning & ForecastingMaterials ManagementSupply Intelligence & StrategyDevelo

58、pmentContract Agreement/Arrangement& ManagementIntegrating Supplier Value into the BusinessDriving ProductionPerformance ImprovementInfluencing & Implementing Product& Process InnovationMaintenance & Project EngineeringCustomer Service Development& ManagementWarehousing and Distribution ManagementCh

59、annel Logistics DevelopmentThe New Skills Framework for Supply ChainPlanMakeDeliverSourceKey GeneralBusiness EconomicsNegotiation & InfluencingSupporting Sustainable DevelopmentUsing Information TechnologyPeople ManagementProject Management(HR) Employee RelationsR & D Development Skills1. Extended S

60、upply Chain Strategy Development & Deployment3. Supplier (& Contractor) Relationship4. Developing & Implementing/Economic Management Supply Chain Innovation6. Managing Quality, Safety (& Environment)5. Formulation, Process & Packaging Knowledge7. Optimising Supply Chain Operations PerformanceCore甸喘宾