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People Making The Difference

People Making The Difference. From Danone Leadership College to Danone Leadership Culture . London February 10th, 2011. Rossitsa Tsoleva Danone. Content. About Danone Why people are making the difference Unique program for business transformation

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People Making The Difference

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  1. People Making The Difference From Danone Leadership College to Danone Leadership Culture London February 10th, 2011 RossitsaTsoleva Danone

  2. Content • About Danone • Why people are making the difference • Unique program for business transformation • 2009 2001 Results & key success factors • Examples • Dannon • Evian

  3. DANONE in FEW NUMBERS • FMCG with 4 divisions • Dairy • Waters • Baby nutrition • Medical Nutrition • € 14,073 mln sales • Activity in more than 130 countries • 100 000 Danoners worldwide

  4. A unique mission based on 4 axes Health For All Bringing health through food to as many people as possible Nature People

  5. 3 ??? Danone Leadership College • WHY => explore existing resources to build WW competitive advantage in challenging environment • WHAT => an Unique CODE leadership model for ALL Danone employees • HOW Danone Leadership College as business transformation tooland people growth booster

  6. AMBITION • In 2011, 15000 team leaders have been developed in a distinctive leadership culture to enable breakthrough business outcomes and empower, grow and engage all Danoners • 2010 Objectives: Embark 5000 Team Leaders (vs 1200’ in 2009) Ensure sustainability of deployment

  7. CUSTOMIZATION • Outcomes & KPIs • Culture & mgt context DANONE LEADERSHIP MOBILISATION • Ownership GM/ CODI • Embark Team Leaders internally TRANSFORMATIONJOURNEY CERTIFICATION • Common language & tools • Certified partners • Certified internal trainers DANONE LEADERSHIP COLLEGE -Unique program for business & people transformation

  8. FEW WORDS ABOUT THE JOURNEY

  9. Develop and empower Danoners • Danone Leadership College to develop leadership capacities of 15000 team leaders and to spread Danone values and culture, with local customization • 117 CBUs embarked (86% of the CBUs, 90% CANN) • 46 Countries • 9000 Danoners already trained • 315 Internal Trainers Отдаден Вовлеченный Committed Comprometido Engagé Bagli Открит Открытый Open Osados Aberto Abiertos Ouvert Açik Овластен Вдохновляющий Empowered Responsables Empoderado Responsabiliser Yetkili Деен Результативный Doer Emprendedores Ejecutor Dansl’action Fazer acontecer Harekete geçen CODE in 30 languages

  10. EXCO embarked + Cascading started EXCO embarked Will embark in 2011 To be done BALANCED WORLDWIDE DEPLOYMENT • 46 countries Отдаден Вовлеченный Committed Comprometido Engagé Bagli Aberto Abiertos Ouvert Açik

  11. WHERE WE ARE TODAY Un-rooted leadership culture with strong values HOPE WE ARE HERE DLC Self-sustaining leadership culture

  12. KEY SUCCESS FACTORS • GM/CODI Ownership • Business Transformation • Clear and High Ambition

  13. KEY SUCCESS FACTORS • Fastmobilization of • Team leaders via InternalTrainers : • Developing the momentum : Mobilization, communication, follow up : • Cross CBUsexperience

  14. HR MARKETING SALES OPERATIONS FINANCE TOTAL 123 25 56 79 32 315 39% 8% 18% 25% 10% 100% INTERNAL TRAINERS:KEY FOR TRANSFORMATION 315 Danoners 46 countries from all WWBUS 149 women & 166 men More than 150 sessions facilitated From all functions!

  15. Engagement for growth Favorable Scores DANONE OVERALL 2009 TW GLOBAL FMCG NORM TW GLOBAL HP NORM LEARNING & DEVELOPMENT 73 SAFETY 86 CSR & ENVIRONMENT 81 GREAT PLACE TO GROW 76 n/a IMMEDIATE MANAGEMENT 72 ENGAGEMENT 87 MY JOB 84 EVALUATION 64 n/a n/a n/a n/a CULTURE & VALUES 77 DanonePeopleSurvey Oct 2010 • Engagement> to Danone in Brazil, Mexico, Indonesia and China (88 to 89%) • Learning and Development improving in China, USA, Russia and Indonesia (up to +14 points) • Safetyimproving in Indonesia, Russia and China (up to +10 points) • My Job highly important in Mexico, Indonesia and Brazil (85 to 90 points)

  16. Example Dannon U.S.Creating the $4b DanonerDLC Journey

  17. DLC Leadership Transformation What is our Ambition – Be $4B Danoners • Define what it means toBE A LEADER • Clarify our commitments • Enroll people in new possibilities • Reducing waste and inefficiencies • Increasing leadership competency • Develop the capability and capacityfor initiative, innovation and action DO YOUR COMMITMENTS DETERMINE REALITY OR DOES YOUR VIEW OF REALITY DETERMINE WHAT YOU COMMIT TO?

  18. DLC Leadership Transformation COMMITMENT “No Matter What….” Openness “Think Different….” Doer “Make It Happen….” “Give the Power to your Teams, Do Not Control Them” Empowerment

  19. Example DLC WATERS FRANCE Create the possibility of an unpredictable future after 3 years of business crisis 2700 Danoners 1750 workers / 400 staff and supervisors / 450 managers

  20. 10 months after kick off… 450Danoners trained (250 with 6 internal trainers) 100% managers and staff and supervisors top line functions trained 100% team managers operations EV trained FLM Operations EV to be trained in 2011 (300) 16 DLC sessions facilitated : 4 by External provider 2 co-facilitated by external provider + internaltrainers 10 facilitated by internaltrainersonly 100% participants have contributed to build up the way their departement will contribute to CBU ambition (merlin) Throughout a priorization process, a top 20 has been identified with a focus on 4 « transformation projects »

  21. Leadership attitudes based onDanone distinctive CODE modelcreate competitive advantage through PEOPLE

  22. THANK YOU! KiitosEvkharistóArigatōObrigadoSpasiboCám Danke Dekuji Thankyou ChoukranGrazieTakGracias Xiexie Terima Kasih Dziekuje MERCI!

  23. …in 18 months Refueling sessions TRAIN THE TRAINERS BOOSTERS • in each CBU TEAM LEADERS WORKSHOPS • for all TL KICK OFF • for Excos 36 CBUs 1200 Team Leaders 30 InternalTrainers 2009 81CBUs 7892 Team Leaders 285InternalTrainers 2010 9000 Danonersembarked 117 CBUs 315 ITs

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