Salzer Consulting : Talent Management as the Key to Strategic Growth

Talent Management as the Key to Strategic Growth

A global FMCG company with USD 1.5bn turnover in Asia had planned significant growth and expansion over a five year period.

Requirements

Salzer Consulting was engaged to conduct a thorough assessment of the senior management teams across the Asia Pacific to evaluate the abilities and potential of these managers to meet the rapid growth targets.

Process

Salzer Consulting employed a “bottom –up” strategic analysis process which explored both the capabilities and the attitudes of the team. This culturally sensitive and incisive process ensured that the individuals involved were open and candid - able to express their concerns as well as make positive suggestions. It was also designed to uncover the real issues which could act as inhibitors to growth.

Key Search Issues

The company was driven by WHQ and RHQ to achieve quarterly results with the significant focus on the short term bottom line. There was essentially a disincentive to long term thinking – hence a cynicism had developed as to whether the growth strategies could be achieved. There was a climate of aggression causing some defensiveness and frustration, poor internal communication and a lack of experience and engagement in acquisitions and new category growth.
Most of the senior management teams throughout the region were talented and deeply committed with a deep corporate culture.

Organizational Alignment

The above issues required a complement of solutions. The leadership teams and individual roles could be improved by better matching talents and capabilities to the country and regional structures. Communication and cultural issues necessitated supporting training and a structured program for individual commitments and development. Incentives and measures that encouraged both growth targets and healthy “stewardship” behaviours were needed as well.

Outcome

Based on the assessment, Salzer Consulting recommended a refocus of incentives, restructuring of RHQ, an upgrade of marketing in the region as well as training and behaviour change programs.
Most of the above were adopted resulting in noticeable positive changes including impressive regional growth and increased managerial engagement.

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