Campbell's Soup Co. BRANs Presentation


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Business Resource Affinity Network presentation

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Campbell's Soup Co. BRANs Presentation

  1. 1. Campbell Valuing People: People Valuing Campbell
  2. 2. Business Resource Affinity Networks
  3. 3. Situational Analysis FISCAL YEAR 2010 FISCAL YEAR 2011 FISCAL YEAR 2012 <ul><li>Primarily workplace / community focus </li></ul>Add marketplace focus Accelerate marketplace delivery through business partnership <ul><li>Employee engagement is primary success metrics </li></ul>Introduce tools to facilitate additional success business metrics Introduce social technology metrics to measure community, consumer and candidate affinity <ul><li>Dispersed budget </li></ul>Consolidated budget Performance / membership based budget <ul><li>Executive sponsors / elected leads </li></ul>Executive sponsors / elected leads Executive sponsors / selected-elected leads <ul><li>More individual than integrated operations </li></ul>Introduce technology to facilitate collaboration Accelerate collaboration through social technology and Summit
  4. 4. Collaboration Tools Budget
  5. 5. Scorecard Tool Winning in the Marketplace Sales & Volume Growth Wellness Portfolio Penetration / Expansion Acquisitions / Partnerships Winning in the Workplace Cost Management High Engagement & Performance Talent Management Winning in the Community & with Integrity Corporate Responsibility Compliance Business Goal <ul><li>Use our diversity to connect more effectively with diverse ethnic markets, cultures and social segments in order to improve product sales and volume growth, customer satisfaction and to establish mutually beneficial partnerships </li></ul><ul><li>Institute plans that build cultural knowledge, skills and confidence in order to foster a highly productive and engaged work environment </li></ul><ul><li>Become a benchmark organization in diversity and inclusion in order to attract talent and further enhance CSC’s reputation as a responsible corporate citizen </li></ul>D&I Strategy Project (USE Template for Detail) Cost Metric
  6. 6. What’s happening? Why? So What? Situational Analysis Plans Sponsors Tracking Budget: $ Date: Signature: Status (Circle): Continue / Re-evaluate / Stop / Accelerate How should it happen? What are the key strengths and opportunities we taking advantage of? Strategies / Critical Success Factors What should happen? How will we measure our success? Objective / Opportunity / Project Project Management Tool Executive(s) Department(s) Project Leader Project Team Critical Action (What) Responsibility (Who) Timing (When) Resources (How Much) Progress (NS/IP/C) r
  7. 7. <ul><li>ANC developed communications workshops to improve the presentation, negotiation and management competencies of its members. </li></ul><ul><li>BRIDGE developed a series of workshops focused on how different generations within the workplace describe and foster effective teamwork, communication and goal setting.  </li></ul><ul><li>WoC developed leadership program specifically targeting women that incorporates curriculum from existing educational programs, seeks to improve competencies judged essential for leadership and advancement and creates a mentoring network for women. </li></ul><ul><li>MAIN has participated in several cultural events, career fairs and parades to increased brand awareness through product sampling and the sharing of traditional Lumbee Indian recipes using our products. </li></ul><ul><ul><li>HNdeC partnered with Public Affairs to host Senator for a town hall meeting and developed a product recipe that placed 2nd in Campbell's Innovations Fair.  </li></ul></ul><ul><ul><li>BRANs developed case studies and practiced in the evaluation process of Campbell's next suite of collaboration Cloud products </li></ul></ul>Successes
  8. 8. <ul><li>OPEN is planning meetings with their peers at the company’s largest customer to develop SAFE workplace sessions for both companies. </li></ul><ul><li>CAPS will be hosting a private community of executive administrators of at the Campbell Employee Center, thus helping our executives deepen relationships and improve working efficiencies with their peers. </li></ul><ul><li>BRIDGE partnered with the Campbell Consumer Insights Department to host a series of presentations and meetings with an external vendor to develop products ideas, service and community projects to engage Millennials within and outside the organization.  </li></ul><ul><li>CAAN partnered with the Philadelphia African American Museum to develop a Black History Month celebration that included product sampling and coupon distribution. </li></ul><ul><li>ANC supplied Mandarin speaking Interpreters for Campbell’s Chinese delegation, a significant costs savings that also increased employee engagement. </li></ul><ul><li>ANC’s participation in the Asian / Pacific American Heritage Festival New York led to the distribution of nearly 3,000 V8Fusion samples. </li></ul>Successes
  9. 9. <ul><li>Social technology that helps the organization innovate, across all business functions, through a better understanding of cultural diversity within employees , customers and communities  to improve products/services, marketing, sales/customer service, corporate culture and reputation. </li></ul><ul><li>BRAN-to-Business Summit to directly connect BRAN activity planning with organizational business planning </li></ul><ul><li>BRAN leadership structure to be defined internally as a “stretch assignment,” demanding a high level of motivation and skill, often exceeding what is required in a standard functional role </li></ul><ul><li>BRANs positioned as a conduit to the cultural competency required for globalization and new market expansion </li></ul><ul><li>Accelerated incorporation of BRAN leadership role with the Talent Management and Organization Review Process </li></ul>Next Steps
  10. 10. Kevin Carter Director, Diversity & Inclusion [email_address] Office: 856-342-4775 Cell: 856-571-5001