Creating an accountability culture at con agra foods

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Creating an accountability culture at con agra foods

  1. 1. Creating an Accountability Culture at ConAgra Foods Nicole Bianchi Beth Haley Krystal Sautter
  2. 2. Introduction to Accountability Nicole Bianchi Director – Human Resources
  3. 3. Accountability Introduced • October 2005, Gary Rodkin became President and CEO of ConAgra Foods – Built leading brands and winning teams and General Mills, Tropicana, and Pepsico – Bachelors from Rutgers; MBA from Harvard • One of his first communications was to introduce his vision – that CAG is a great company with a bright future
  4. 4. Accountability Introduction • Rodkin immediately introduced three guiding principles – Accountability – Simplification – Collaboration • “I’m looking for people who can take these principles to heart, who live by them, are already evaluating everything they do against them and helping others in their organization embrace them.”
  5. 5. Accountability • We live up to our commitments • We agree on goals, objectives and strategies • We commit to budgets and metrics • We drive for flawless execution • We don’t offer excuses • We offer solutions
  6. 6. Accountability • Rodkin: “Accountability is really about trust. It begins by making sure you have the right people with the right skill sets in the right jobs. Then you agree on the strategies, objectives and metrics, and give people the tools they need to get the job done and trust them to go out and do it. As our organization evolves, we’re going to be sharing accountability, which makes it important for us to get the wiring right, to understand what our roles and responsibilities are and how we can team up to get results.”
  7. 7. Accountability • Rodkin: – After his first year: • Feels the best about accountability • 6+ on a scale of 10 • Core of accountability is trust • Has seen cultures based on “I’m going to tell you what to do” mentality where leadership doesn’t trust people to execute • It takes time to break out of that mold; to begin to trust enough to hold them accountable for meeting clearly communicated expectations • Good people respond to accountability; it empowers them to get the job done
  8. 8. Accountability • Rodkin included the three principles in the merit process
  9. 9. Accountability at the Supply Chain Beth Haley Sr. Manager – OD & Learning
  10. 10. Accountability - Supply Chain • Includes: – Customer Service – Sales & Operations Planning – Finance – Transformation Planning – Transportation – Distribution & Warehousing – Data Governance & Maintenance
  11. 11. Accountability - Supply Chain • Create a structure that best positions our people for success – Eliminate layers and increase spans of control • Goal: – Change the way we operate to ensure CAG can generate and sustain profitable growth – Focus on fundamentals and get processes right
  12. 12. Accountability - Supply Chain • Metrics drive our actions
  13. 13. Accountability - Supply Chain • Taking the lead in accountability – Attacked cost structure – Large capital investment for 4 supply chain-focused systems • Each provides tools to – Help cut costs – Improve planning – Deliver lowest TDC (total delivered costs) – Better manage finished goods inventory – Reduce working capital
  14. 14. Accountability - Supply Chain • Progress and results tied to – Thinking – Acting – Behaving as one team • Communication is critical and expected • Drives unity and collaboration
  15. 15. Accountability in a New World Krystal Sautter Director – Consumer Affairs
  16. 16. Accountability in Consumer Affairs 92% of U.S. consumers form their image of a company based on their experience with the contact center Purdue University, Center for Customer-Driven Quality A typical business hears from only 4% of its dissatisfied customers – the other 96% leave, 91% for good Jim Barnes, Secrets of CRM
  17. 17. Accountability in Consumer Affairs • Vision: To increase consumer loyalty through our brands and the relationships we build with our consumers • Strategy: Enhance and reinforce our relationship with consumers by providing information, education and incentives that will link with our ConAgra portfolio of brands that span every eating occasion • Tactic: To own each and every interaction with our consumers
  18. 18. Accountability in Consumer Affairs Aspects of operations we assumed: • Hiring • Training/Coaching • Turnover • Employee Engagement • Scalability of service levels • Technology • Productivity • Type & level of connectedness with consumer
  19. 19. Accountability in Consumer Affairs Placing accountability at the front-line: • Compensation levels • Assume ownership past first contact • Individual decision-making • Recommendations for improvement • Manage & set their own schedules • Determine their office set-up • No home visits • Access & encourage reps to listen to their own recordings
  20. 20. Guiding Principles in Consumer Affairs SIMPLICITY • In-house vs. managing an outsourcer/contract COLLABORATION • Increased collaboration across the company through new training model ACCOUNTABILITY • Through our trust and pushing accountability to the front-line, our at-home employees feel they own the relationship with the consumer
  21. 21. Results of Accountability OPTIMIZE . . . $1m annual savings increase in consumer wallet share EXCEED . . . the expectations of our employees the expectations of our consumers NOURISH . . . our employees our passion for consumers
  22. 22. Summary • Accountability begins at the top level • Accountability needs to be defined – What am I accountable for? • Goals and objectives, along with metrics – What are the consequences? • Good and bad • We are pleased, but not satisfied

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