Initiative Leadership – Overall Skills assessment Preparing for Success

Initiative Leadership – Overall Skills assessment Preparing for Success

Fundamental–all must have successfully led an initiative before reaching this level.  The ‘apprentice’ initiative managers  have had assignments and training that prepare them for their first initiative.  Typically, these first initiatives will be Tier III,  cost saving and Marketing only initiatives and are mostly Band II people.  Their immediate Supervisor ascertains whether  they are having the required knowledge and skill to lead an initiative.

Fundamental Advanced Expert

Tier I & II

Initiative (types) to Qualified/  Certified on 1. Leadership, Successfully led a Tier I  or II initiative Tier I Major Business Unit  Initiatives Successfully leads major  Business Unit initiatives

2. Accountability &  Direction Setting Initiative management  systems Tier III, Cost Savings,  Marketing Initiative Successfully led small  initiative or project: Delivered business objectives Fundamental knowledge &  practice of tools & skills sets Same + improves  methodologies and tools.

3. Team Operations Same + Coaches and  teaches others. Successfully demonstrates can  manage a multi­functional  team.

4. Business Knowledge Same + has influenced  business direction

5. Functional Knowledge

Same + influences design  and application of new or  best tools.

Qualification/Certification  allows leading Uses basic level knowledge  with team to achieve desired  results. Meets multi­functional  knowledge requirements and  successfully integrates their  needs into the project. Tier I & II 1 or 2/year in each  Category/Region

Major Corporate/  Enterprise program Major business  restructuring. 2 – 4/year as a company Applies to larger  initiatives.   Finds ways to improve  systems Same + more people,  interfaces, both  internally and externally  over a longer time Same + apply broader  knowledge to influence  & achieve greater results Same + optimizes use  and application of  function methods in their  initiative.   Major Business Unit  initiative. New Platform Global Initiative New Brand/CNV 1 or 2/year in each  business unit

Total Investment Examples Olean, Swiffer, Stages,  Febreze, Actonel <$   MM Larger Flankers & Line  Extensions Torengos >$   MM Clairol Acquisition, Flashpoint GBS ‘sale’

Typical Band III and IV, some II’s III, IV & V same

Pre Requisites Knowledge Skills Training Assessment Fundamental Skills & Knowledge  Applied Advanced Skills & Knowledge  Applied Expert Skills & Knowledge  Applied

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Fundamental Qualification Advanced Certification Expert Certification

1. Leadership, Accountability & Direction Setting

Pre­requisites before leading any project: (cid:0) Knowledge: 3E’s (Envision, Energize, Engage), SDDS, Horizontal Management, basic communication tools (e­mail, Same time, team space, NetMeeting, MS Office, etc.) (cid:0) (cid:0) (cid:0) Skills – Business Writing (commercial form) and Presentations, Use of communication tools  Training – Team Leader Training and Methodology Boot Camp Assessment – Supervisor believes they can handle the tasks

Fundamental Advanced Expert Knowledge or Skill Area (SIL Principle #) 1:1 Setting Direction: (cid:0) Same + on Tier I or II  initiative Have successfully  demonstrated use of all  these. Led team to do this (cid:0) (cid:0) Same + Successfully led major  business unit initiative. Found ways to improve  our methods and  practices Establishing Criteria/Measures  (#1 & 2) Chartering Identify Issues & Assumptions  Manage Option Development

1:2 Change Management (#4) Same as above Same as above Same

1:3 Barrier Breaking & Alignment: (cid:0) W/Functions (with #6) (cid:0) Same + Also works outside of  B/U Same + With Senior  Management Demonstrates all on an  initiative within a  business unit with some  help by Sponsor Across function (with #6) (cid:0) With Management & Business leaders

Same+ as above Same + as above (cid:0) Demonstrated on an  initiative (cid:0) 1:4 Accountability & Communication Knowing what is happening (#11) Telling people what is happening  (#12)

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1:5 Delivering Results Same (cid:0) Same + achieves greater  results Delivered against  Decision Criteria or took  action to ‘kill’ project (cid:0) Taking Action & Following  Through (#13) Review end results (#14)

2. Initiative Management Systems (Irv’s Team, SIMPL owners & current project managers)

Pre­requisites before leading any project: (cid:0) Knowledge : Cost & Budget Management basic systems, Risk Management Tools. SIMPL (cid:0) Skills – Put a real plan and schedule together.  Demonstrated problem solving and use of risk management tools (cid:0) – Planning & scheduling training (or integrated into ‘boot camp’) + Team Leader Training and Methodology Training    Boot Camp (cid:0) Assessment – Supervisor based on on the job performance

Fundamental Advanced Expert Knowledge or Skill Area (SIL Principle #) 2:1 Planning & Scheduling (#2 & 3) (cid:0) (cid:0) Same + Applied to tier I & II  projects. Qualified expeditor Same +  Applied to major  business unit initiative or  program (cid:0) (cid:0) Plan development and agreement Program/project execution &  milestone schedule Tracking & Control Accelerator

Working knowledge of  scheduling tools &  software Leads team to identify  issues/assumptions, tasks,  responsibilities and  converge on a plan and  associate execution &  milestone schedule Assess progress &  recommend corrections.

2:2 Risk Assessment & Management  (#5) Same + Manages risk with the  business unit leadership Same + Manages risk with  company leaders

Same (cid:0) (cid:0) Proactively identifies and  manages financial and  franchise risks.   Develops plans to address Thorough understanding  and demonstrated proper  use of all elements. Achieved business results. Uses to achieve  improved results. Finds ways to improve  the process (cid:0) (cid:0) (cid:0) 2:3 SIMPL (#6& 7) Principles Phases & Milestones Success Criteria Readiness Tools 2:4 Problem Solving/Decision Making Understands and Same

successfully uses tools (Add skill description) Successfully  demonstrated on major  initiative

Same 2:5 Cost & Budget Management  including Cost & Feasibilities Applies basic cost  management systems and  proactively manages

2:6 Use of the Diamond Understand concepts Same

Familiar with

2:7 SDDS (Strategy Development and  Deployment) 2:8 Portfolio Analysis Same +  Managed an OGSM Same

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Proactively develops and  implements control and  reduction options. Manages initiatives with  substantial investment Proactively gains  alignment on Portfolio  and Master Plan at  SIMPL milestones –  insuring initiative fits  with BU strategy and  priorities. Is potential Diamond  Owner Have developed an  OGSM Improved accuracy  based upon better  understanding of risks  and probabilities. Understands process and  provides accurate input  data for decisions and  priorities

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Same Same 2:9 Master Plan  Brand Building Framework? Understands concept and  demonstrated capability to  deliver.

3. Team Operations

Fundamental Advanced Expert Knowledge or Skill Area (SIL Principle #)

(cid:0) Brings top company  performers to team (cid:0) Achieves results with  assigned people Identifies and fills gaps Replaces problem staff Proactively staff  initiative and optimizes Reaches broadly across  company (cid:0) (cid:0) 3:1 Staffing (#8 & 9):  Articulating needs  Developing role descriptions Interviewing & assessment, Effective Negotiations

(cid:0) Uses team to deliver  results (cid:0) Same + leads teams  which include senior  management Successfully crafts an  effective team across  complex environments &  geographies (cid:0) (cid:0) 3:2 Team Development (#10) Creating Effective Teams Collaboration Effective Meetings  Facilitation skill

(cid:0) (cid:0) Everyone does their work  and meets expectations Identifies problems and  brings in help Same + Many people on team  have succeeded as  leaders in the company (cid:0) Same +  Considered Role Model Stretches people. Feedback that this was a  growthful assignment (cid:0) 3:3 People Development (#10) On­Boarding & Join­up Sharing expectations Coaching & Training  Inclusion/diversity

3:4 Ongoing Improvement (#10) Same (cid:0) (cid:0) On­going assessment Provides feedback to  functional leaders (cid:0) Assessments  Feedback Rewards & recognition Same + On­going feedback to  individuals Rewards & Recognizes  team & Individuals

3:5 Delegation Skills Same Successfully leads  multifunctional team

3:6 Time Management Same Training and applies to  self and Team

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3:7 Conflict Resolutions Trained & Demonstrates  results with team Same + Corporate Leaders Successfully leads  multifunctional team  with multiple levels Same+ Across complex  interfaces Same + Demonstrates results  with Business Unit

4. Business Knowledge

Knowledge or Skill Area Fundamental Advanced Expert

Same 4:1 Company & Business Unit  Strategy & Direction Can articulate and  describe their project’s  relationship

Can clearly articulate Same 4:2 Company & Business Unit  structure and key managers

Same Can clearly articulate  each of the following. (cid:0) (cid:0) Able to propose option to  drive improved business  results. Can freely discuss these  with management Same + Can assess strengths and  weaknesses to develop  stronger teams and plans  – with better results Same + Able to propose options  that can improve the  initiative and business  results (cid:0) Can relate each to the  objective of their  initiative (cid:0) (cid:0) (cid:0) (cid:0) (cid:0)

(cid:0) (cid:0) (cid:0) (cid:0) (cid:0) (cid:0) (cid:0) 4:3 Business Background, capability   & Assessment: History  Products & Packages Strengths (cid:0) Weaknesses Opportunities Threats Competition Initiative Success Principles Brand Equity (using Brand  Building Framework) Initiative Portfolio & Masterplan Sites & Facilities Budgets Technologies Forecasting Different Business Models Holistic Innovation

4:4 Customer & Consumer (need to  define)

Working knowledge

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4:5 Applicable Policy, Procedures,  Standards and Government  Regulations. Increased ability to spot  potential issues earlier &  with less consequences

5. Functional Knowledge & Skill

Knowledge or Skill Area

Fundamental Advanced Expert (cid:0)

5:1 Advertising – Basic Knowledge

Same +

(cid:0) (cid:0)

(cid:0) (cid:0) (cid:0)

(cid:0) (cid:0)

Successfully run a  Test Market &  National/Global  Launch Broadening  assignment in  marketing or  substantial marketing  experience

Key Marketing Processes: Concept,  copy, package, media sampling,  marketing plan development,  commercial readiness, commercial  readiness Fundamentals/key tools:  Marketing  Framework, Brand building scorecard,  Equity Pyramid Qualification: methods, options,  diagnosis, analysis

Actual experience with  key Marketing  Fundamentals,  Processes &  Qualification Thorough  understanding of factors  and measures that drive  commercial success. Ability to apply this  knowledge to an action  plan that maximizes  NOS/NPV

(cid:0)

5:2 R&D: Basic Knowledge

Same +

Same +

(cid:0) (cid:0) (cid:0) (cid:0)

Understands reason for  each process and tool. Able to know if they are  being used

(cid:0) (cid:0)

(cid:0)

Ability to assess  whether the  organization has the  capability to deliver  the most significant  initiatives

(cid:0)

Key Technical Processes: MOPD,  Package Design, DEPTH Model,  Technical Readiness Key Support processes PS&RA,  CSS/QA C&D Technology

Processes and tools  used at the right time  and “masterfully”. Assesses if team  members are  sufficiently skilled in  use and application to  specific initiative  need.

(cid:0)

Same +

(cid:0)

5:3 Product Supply: Basic  Knowledge/awareness of

(cid:0) (cid:0)

(cid:0) (cid:0)

(cid:0) (cid:0) (cid:0)

Funding mechanics (e.g., supplier  advance vs. capital) Integrated Business Planning/Demand  Planning tools including Capacity  Planning & CPS Technical Readiness: TT&T/CQV Sourcing

(cid:0)

(cid:0)

Working knowledge of  Critical Chain and  how to use buffers Quantify key  qualification for  specific project and  how to manage Nuances of forecasting  and the needs for  buffers Understand Strategy  Engagement Tool and  how to apply

(cid:0)

(cid:0)

(cid:0)

5:4 CMK – basic knowledge:

Same +

(cid:0) (cid:0)

(cid:0) (cid:0) (cid:0)

Initiative Success drivers and  associated CMK tools. Learning plans and key milestones. In­market tracking measures

Can listen to  consumers and  translate these into  creative ideas leading  to new projects.

(cid:0)

(cid:0)

Has successfully  managed a schedule Understands Technical  Readiness concepts and  the multiple  qualifications.  Has  integrated into an  overall development  plan. Capacity Planning –  understands Capacity to  Demand ratios (C/D)  and what they imply for  launching and going Sourcing – understands  trade\offs vs. the project  success criteria with  mgt. Risk profile Understands  customization  capabilities for launch  and going In­depth understanding  of IS drivers and  working knowledge of  CMK tools. Ability to interpret  Copy/ARS test results  & understand key  drivers Ability to influence  learning plan to drive  greater success Ability to track in­ market progress and

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initiate actions to  improve results

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Functional Knowledge & Skill (Cont’d)

Knowledge or Skill Area

Fundamental Advanced Expert (cid:0)

Same +

Same +

(cid:0) (cid:0) (cid:0) (cid:0) (cid:0)

Participated in new  initiative sales  presentation at a key  customer.

(cid:0) (cid:0) (cid:0) (cid:0)

5:5 MDO: Basic Knowledge Customer Selling Trade dynamics MDO Operations including GBP MOTs Teams CBD Structure

(cid:0)

(cid:0) Understands basic MDO  market deployment  process and customer  lead­time requirements.

Understands retailers’  capability to influence  consumer purchase  decisions Ability to effectively  allocate MSA between  customer and  consumer spending

Understands customer  market leaders retail  consolidation Understands CBD  multifunctional team  structure/capability Full Sales training or  substantial Sales  experience

5:6 F&A – Basic Knowledge:

TBD

TBD

(cid:0) (cid:0)

In­depth understanding of  key variables that drive NPV  on a specific initiative.

(cid:0) (cid:0)

C&F’s Cash Flow analysis including  NPV/TSR Financial Risk Analysis Funding mechanics

Ability to apply these drivers  to an action plan/learning  plan that maximizes the  financial return.

(cid:0)

Same +

Same +

(cid:0) (cid:0) (cid:0)

Ability

(cid:0) (cid:0) (cid:0)

Understands reason for  each process and tool. Able to know if they are  being used

(cid:0) (cid:0) (cid:0)

to assess whether the  organization has the  capability to deliver the  most significant  initiatives

(cid:0)

5:7 Design: Awareness if: Equity guidelines Project tiering Design Principles Equity choice wheel Design Briefs Design Manager Network

Processes and tools  used at the right time  and “masterfully”. Assesses if team  members are  sufficiently skilled in  use and application to  specific initiative  need.

(cid:0)

5.75 Artwork (Jay Cramer) 5:8 Fast Cycle Learning

Same +

Same +

(cid:0) (cid:0) (cid:0)

Ability

(cid:0) (cid:0) (cid:0)

Understands reason for  each process and tool. Able to know if they are  being used

(cid:0) (cid:0) (cid:0)

to assess whether the  organization has the  capability to deliver the  most significant  initiatives

(cid:0)

Internet enabled consumer research Rapid physical Prototypes Computer aided Engineering Virtual Test Marketing Accelerator (see 2:1) JEDI: Team Based Prototyping

(cid:0)

Processes and tools  used at the right time  and “masterfully”. Assesses if team  members are  sufficiently skilled in  use and application to  specific initiative  need. Use capabilities in an  integrated way to  maximize their  contribution to the  initiative results.

5:9 External Relations (Molly Humbard –  3­7647)

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The Art of Successful Initiative Leadership

Appoint the project leadership. a) Hold Project Leadership accountable (especially “Sponsors”) for both in-market results and

the performance of the project team.

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b) Build capable Initiative Leaders – Proficiency, Authority, Experience, Time (rule of thumb:

leadership activities take 6-8% of total project effort).

c) Appoint “lieutenants” and sub-team leaders. d) Resist functional decision-making.

Clearly define the initiative’s commercial objectives and keep these in front of the team at all times. a) Articulate the commercial purpose of the initiative precisely, in a single sentence. b) Flesh out the project goal by setting clear and comprehensive Success Criteria. c) Agree the objectives with business leadership. d) Keep the project objectives in front of the team at all times. e) Treat changes to the objectives as a major event.

Define a plan to achieve the project objectives. a) Develop a complete picture of the project scope that will be required to deliver the goal;

Appoint the multifunctional project team. a) Assign a focused task force. b) Expand the responsibilities of the core members of the project team as much as

make design choices that maximize the chances of success.

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c)

practicable. Involve all the right people, early enough for them to influence the project design (functional expertise and detailed market knowledge).

d) Hold Project Team members accountable to the Initiative Leader (rather than to their

functional home).

b) Consider different scenarios when creating the Base Plan. c) Maintain a project Base Plan as the single source of agreed project scope. d) Use consumer testing to guide the design process. e) Validate that the defined plan will deliver the goal. f) Execute the plan upon which the initiative was committed.

e) Maximize co-location of team members. Use virtual teaming tools where impractical.

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Lead the project team. a) Build and nurture relationships within the team (“Team Building”). b) Hold regular team meetings. Keep the project team informed. c) Manage to the strengths and weaknesses of both individuals and the team as a whole.

Define a plan to deliver the initiative. a) List the tasks to be performed and determine the project schedule. b) Obtain the staffing required. c) Obtain the funding required. d) Plan at the appropriate level of detail (broad milestone planning for total project; detailed

Spend time and effort on the vulnerable areas.

planning for next/current stage).

Follow a disciplined change management process. a) Evaluate changes to the initiative plan thoroughly, before changing the plan. b) Recognize that major changes to scope, without a corresponding increase in either timing

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or resources, will simply compromise the results delivered in-market.

c) Define those changes that are within the project team’s control and those that require

management involvement and approval.

Know what’s happening. a) Run the project on a doctrine of “no surprises.” b) Regularly review the status of tasks due. c) Monitor team performance and morale. d) Watch vulnerable areas closely. e) Adjust the plan as necessary.

Establish sufficient flexibility and contingency in the initiative plan. a) Manage expectations. Make realistic commitments. Refuse the imposition of unrealistic

targets – they create recklessness.

Tell people what’s happening. a)

Issue status reports. Keep them succinct and to the point (i.e., is the project on track to deliver its objectives?).

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b) Establish a reserve (contingency). Frequently in schedule, but can be in any of the 4 plan

variables (scope, timing, resources, or results).

c) Foresee potential significant difficulties that could arise and make backup plans to deal with

b) High problem areas and risks, c) Distribute initiative information broadly.

these (versus advocacy, i.e., arguing that they are not serious risks).

Use project decision milestones (SIMPL) to maximize chances of commercial success. a) Project Establishment: Start the project only when there is a right to succeed (screened for

viability).

b) Project Commitment: Start implementation only when you have confidence that the

Follow through until results are achieved. a) Monitor post-launch results (commercial and technical). Continue to plan and readjust

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business model is sound.

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accordingly.

c) Launch Plan Agreement/Launch Authorization: Proceed to launch only when the initiative

d) Maintain accountability until the results are delivered.

plan is complete and you are sure that you will deliver.

d) Results Review: Close the project and hand over to the ongoing operation only when

satisfied that all of the project work is complete.

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Identify issues/challenges to address, and resources required to succeed, in next phase.

Review the end results of the project to be sure whether or not it’s a success. a) Compare in-market results with project objectives. b) Capture and document learnings. Reapply to subsequent launches and other projects. c) Understand the capability of the initiative process (success rates, lead time, resources).

Prepare project decisions thoroughly. a) Plan ahead (discuss next month’s decisions while making this month’s decisions). b) Get broad input and alignment to the plan. c) e) Plan for the availability of the decision makers.

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