【正文】 hose with Finance/Business backgrounds): Technology as a Supply Chain enabler. Building a Supply Chain career Learn the Trade Career Building Blocks Experience WL2 Career Building Blocks Experience WL3 Building a Supply Chain career Act as a Businessman ? As a Supply Chain leader at WL3 you will need to gain experience in: ? managing in an integrated SC ? leading a SC subprocess at regional level Career Building Blocks Experience WL4 Building a Supply Chain career Strategy into Action ? As a Supply Chain Director at WL4 you will need to gain experience in: – operational management of integrated supply chains – leading strategic development of Supply Chain or sub processes at regional/international level (BG/ Corporate/Category) The Supply Chain Career Platform: My Professional Development ? There are Supply Chain jobs at every level in Unilever ? Progress to senior levels by moving through challenging jobs. ? Unique experience of working in positions of different types ? Work alongside other business processes, including: ? Financial Management ? Customer Development ? Brand Development. The bottom line: Unilever is a Meritocracy ? Unilever?s focus on performance, and the use of objective means by which to assess skills, experience, petencies and potential, ? will lead the best managers to reach the most senior levels in the business. Whatever the career route, Supply Chain managers can be assured that: What do you do next? ? Use PDP to develop skills and petencies ? Use each career step as a learning experience ? Be realistic about your own potential ? Deliver outstanding performance 。 Project Engineering ? Customer Service Development amp。 they are intrinsically satisfying and rewarding . achievement The Iceberg Model Necessary but not sufficient Distinguish effective performance } Skill Knowledge Values SelfImage Traits Motives } Acquired capability Deeper seated traits and motives A petency: any characteristic of a person that differentiates outstanding from more typical performance in a given job, role, anization or culture. Competencies are: ? observable and measurable ? behavioural characteristics that can be developed ? based on the business needs of today and tomorrow ? factors which drive superior performance in a given job How was the LGP developed? Step 1: ? Was developed by a rigorous research process: – Assessment of Unilever?s business context, the challenges facing leaders and the capabilities needed to achieve growth – Indepth research of 39 Unilever ?growth? leaders ? Interviews and feedback from colleagues – Comparison of the Unilever ?growth? leadership characteristics to a worldclass benchmark sample ? Large international anisations ? Achieved substantial growth in own sectors Result: LGP was rolled out to WL6 and 5 in 2022 How was the LGP developed? Step 2: ? Focus groups and interviews with WL2, 3 and 4 in 14 countries around the world – Tested relevance and made relevant adjustments Result: Now rolling out to all WL2+ managers across Unilever How were the Criteria Established? ? Original Research Compared and Contrasted Two Groups Current Superior Leaders Current Outstanding Leaders “Baseline” Competencies Both groups show “Distinguishing” Competencies Only outstanding show How were the External Benchmarks used? ? Compared both groups to petencies required to meet the future strategy and against the external benchmark population External benchmark of ‘world class’ leaders Current Superior Leaders “Baseline” Competencies “Distinguishing” Competencies Potential Vulnerabilities Even the best need to show more Current Outstanding Leaders What makes a worldclass leader of growth? Worldclass leaders of growth: ? Driven by bigger ambition and drive for step change ? Generate and encourage ?big? thinking ? Are hi