Giuseppe Vincenzo Presti

Fresh from the press! Together with Ipsos, Mercuri Urval has released the key findings from our recent survey on market and leadership challenges in the CPG, FMCG, and Retail sectors. We've uncovered opportunities and challenges in the ever-evolving landscape of consumer-centric industries. Rising costs are squeezing profit margins, while geopolitical uncertainties and trade disruptions add complexity. Plus, talent retention is becoming increasingly critical amidst fierce competition for skilled professionals. Encouragingly though, our survey reveals that organisations are tackling these challenges head-on. From investing in innovation to refining talent strategies, companies are taking proactive steps to stay ahead of the curve and ensure long-term success. Leadership development is a key focus area highlighted by the survey. Strengthening strategic thinking, innovation, and leadership skills is essential for navigating the road ahead and achieving sustainable growth. Ready to dive deeper into these insights? You’ll find the Key Highlights, and Executive Summary, with the full survey results here: https://lnkd.in/g5N3V-7R #ConsumerGoods #LeadershipDevelopment #MarketInsights #executivesearch

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Shoptalk Europe 2024 takeways continued ... #3 From omnichannel to unified commerce:  we now know that the demise of physical retail during COVID was highly overstated; as safety concerns and economic pressures continue to decline, consumers have willingly returned to stores in search of better experiences. Leading companies have brought digital capabilities in-store (i.e., RFID for stock control, revenue mapping hot spots across the store, hyper personalization for playful experiences) to enhance the consumer experience and improve in store operations. For example, Instacart’s Caper Cart is a real-life trolley that allows consumers to log into their account and have their shopping list automatically sync on the screen, crossing off items as they’re added to the cart (whose sensors know which items are added and weigh produce automatically).     Interesting companies we met:  Instacart, Pattern®, Stackline

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Trying to make every call productive is the key to good sales in the market.

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📊 The Results Are In! Our #Adecco 2024 Associate Survey uncovers the top challenges and motivators for our #temporary workers. From flexibility and pay to commute concerns, we've gathered key insights that can shape the future of work. Don’t miss out—download our full whitepaper to discover how to better support your workforce!

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The HEINEKEN Company acquires stake in hard seltzer brand Stëlz in Netherlands Honestly a bit surprising considering how much shares hard seltzers have been able to capture in Europe over the last years, including when pushed by large players (cf. Coca-Cola experience with Topo Chico) but likely a good inexpensive way for HNV to complement their portfolio & test further the water at a time beer volume in Europe (but not only) remains under pressure In the details: Hard seltzer brand Stëlz was founded by Milan Voet and Glenn Cornelisse in 2020. The brand’s flagship range consists of 4.5% abv hard seltzers but the business also produces canned cocktails at the same strength Stëlz said hard-seltzer consumption in the Netherlands was growing and that it expects the drinks to account for 18% of RTD sales in 2028, up from 13% last year. Other shareholders in Stëlz include the music company ID&T – with which Stëlz has an exclusive supplier deal for festivals – and event planning service This Is Live. Maarten Schuurman, the MD for Heineken's business in the Netherlands, said: “It is admirable how Stëlz has secured a unique position with their hard seltzer in a short time. On one hand, it's about the product, but it’s especially about how Stëlz markets it in their own distinctive way: direct and straightforward, with a keen sense of the current zeitgeist and the moments when you enjoy a hard seltzer.” Last year, Heineken acquired a minority stake in Served, the UK ready-to-drink brand co-founded by pop star Ellie Goulding. Served sells a namesake range of hard seltzers aimed at consumers seeking “a modern, health-conscious, social lifestyle”. Interesting to see how this will unfold in the coming quarters/ years 𝗧𝗼 𝗿𝗲𝗮𝗱 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗙𝗠𝗖𝗚 𝗠&𝗔 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿, 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀: 𝗠𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝗙𝗼𝗿 𝗚𝗿𝗼𝘄𝘁𝗵 - https://lnkd.in/ea4gy65y #fmcg #cpg #beer #hardseltzer Carlsberg Group AB InBev Molson Coors Beverage Company PepsiCo The Coca-Cola Company Coca-Cola Europacific Partners Diageo Pernod Ricard https://lnkd.in/epKcU6Xv

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𝗟'𝗢𝗿𝗲𝗮𝗹: 𝗲𝘅𝗽𝗮𝗻𝗱𝗶𝗻𝗴 𝗶𝘁𝘀 𝗧𝗔𝗠 (𝘁𝗼𝘁𝗮𝗹 𝗮𝗱𝗱𝗿𝗲𝘀𝘀𝗮𝗯𝗹𝗲 𝗺𝗮𝗿𝗸𝗲𝘁) 𝘁𝗼 𝗳𝘂𝗲𝗹 𝗶𝘁𝘀 𝗲𝗾𝘂𝗶𝘁𝘆 𝗴𝗿𝗼𝘄𝘁𝗵 (𝘀𝘁𝗼𝗿𝘆) When you are the undisputable #1 leader on Beauty, that you outperform by x1.5-x2 the FMCG Beauty market for few years now & that your stock price is still -13% YTD because your P/E trades at a huge premium vs. peers within Beauty/ FMCG, what do you do? The answer: you need to drastically expand your TAM on the most attractive (large, fast growing, profitable) available adjacencies while fully leveraging your unique assets (dermo-cosmetics brands, R&D, Balance Sheet) & potential partners to develop a right-to-win In this case, the attractive adjacency is called Aesthetics (estimated at $50-100bn according to different sources with injectable being a fraction of it) & the path to develop a right-to-win is called a stake in Galderma considering that L'Oreal does not have neither injectable aesthetics (at-scale for now at least) in its portfolio, nor a GTM on this channel (e.g. aesthetics clinics). Galderma solves both challenges while L'Oreal brings strategic assets (Beauty tech, R&D, dermo brands...) It's an attractive strategic optionality for a moderate investment (~$1.6bn at current stock price) considering L'Oreal profit (trending to $10bn p.a.) & B/S (Debt/EBIT<1y) It is also a first step in putting together a 5th division after the success of the four historic ones (Professional focused on Hairdressers; CPD focused on mass channel; Luxe focused on selective distribution/ department stores; Dermatological focused on Pharmacies) This is a bit of history going full circle as Galderma used to be part of Nestle and Nestle/ L'Oreal have a long common history Undoubtedly a bold move that could open the door to others in the years or decades to come. An acceleration in Services (e.g. Aesthetics clinics)? In diagnostic tools/ hardware? Time will tell What is clear is that L'Oreal is hungry for more and that outperforming its peers on its current footprint is no longer good enough Looking at this deal and the long story between L'Oreal & Nestle, Eugene Schueller's (L'Oreal founder) words come to our mind: 'Faire, defaire pour mieux faire' Maybe that's what Nicolas HIERONIMUS, Barbara Lavernos, Myriam Cohen-Welgryn, Alexis Perakis-Valat Cyril CHAPUY & the rest of the team have in mind Exciting times ahead for L'Oreal 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (Ecommerce, DTC and EB2B) and M&A. 14 out of the world 20 largest FMCG companies are repeat Clients To access all our thought leadership, follow us & subscribe to our FMCG CEO newsletter: https://lnkd.in/ea4gy65y #fmcg #cpg #beauty Procter & Gamble The Estée Lauder Companies Inc. Kenvue Coty Beiersdorf Unilever https://lnkd.in/ezU_ytnQ

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Saving the best for last ... my final Shoptalk Europe 2024 takeaway: The retail media revolution, coming to a market near you: in the US, #retailmedia spend is already on par with TVC spend. Here in Europe, it’s only 1/10th the size, but growing fast (15% CAGR) given its close relation to online #marketplace expansion and retailers recognizing its ability to transform their economics as an incremental revenue stream (i.e., at 60-65% EBIT margin, it can more than double current grocery margins of approx. 1.6%). For brands, purchasing and using this data across digital and shopper marketing initiatives will soon become table stakes – what they do to turn this data into true insight to understand and predict behavior remains to be seen. Again, thanks to Ben Miller and the entire Shoptalk team for a powerful, insight-filled 3 days in Barcelona. Looking forward to the next one!   Interesting companies we met:  Amazon Web Services (AWS),  Zitcha, Walnut Unlimited

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The POI 2024 European Summit Pre-Conference Workshop on Sales Effectiveness and Perfect Store Execution as Part of your 2024 Holistic Enterprise Planning Strategy was an incredible success! Attendees left inspired and equipped with cutting-edge insights on harnessing the powerful synergy between Artificial Intelligence (AI) and achieving the Perfect Store. The workshop focused on optimizing in-store and customer experiences to bolster revenue growth in today's fiercely competitive retail landscape. Our expert facilitators from Asseco guided participants through comprehensive real-world examples and strategic insights, showcasing how AI can revolutionize Perfect Store implementation to elevate sales and profitability outcomes. Highlights of the Workshop: 🔹 In-depth exploration of AI applications in retail execution. 🔹 Hands-on sessions with actionable strategies for revenue growth. 🔹 Real-world case studies demonstrating successful Perfect Store implementations. 🔹 Engaging discussions on future trends and innovations in retail. Thank you to all who attended and contributed to the vibrant discussions! Stay tuned for more exciting sessions from the POI 2024 European summit. Together, we are redefining the future of the CPG industry! #SalesEffectiveness #PerfectStore #RetailRevolution #AIinRetail #RevenueGrowth #HolisticPlanning #POI #Asseco #RetailExcellence #FutureOfRetail #POI2024EUSummit #POI2024Madrid #POI #CPGIndustry #CPG #CPGSolutions #CPGTechnology

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The #FMCG industry grew at +8.6% in 2023, the 2nd highest #growth rate in the last 12 years. This means the industry had grown 38% in value sales in the last four year, compared to just 25% in the previous eight years. For the full break down of the latest industry trends, including an update of the top performing channels and growth of private label, watch our latest webinar from my colleague Thomas Smith. Click the link below 👇 https://lnkd.in/dSyyYpea Worldpanel by Kantar #omnichannel

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How impactful is a Sales Force Awards ceremony in the digital age? We gathered at FATTAL GROUP last week to honour our outstanding sales force in Lebanon. This made me reflect on the meaning of this annual event and its worthiness. ✅ Specific skills and leadership recognized: At the Sales Force Awards ceremony, we celebrate both skills and leadership that drive success. From mastering salesforce tools to demonstrating exceptional problem-solving abilities, our awardees exemplify excellence in their roles. ✅ Value to employees: These awards go beyond a mere ceremony. They boost morale, inspire growth, and foster a sense of accomplishment. When high performers receive recognition for their hard work, it fuels their passion and commitment. It’s a reminder that their contributions matter and that they’re an integral part of our success story. ✅ Impact on Company Culture: Awards create a positive ripple effect throughout our organization. They reinforce our core values, encourage healthy competition, and promote collaboration. When one team member shines, it motivates others to raise the bar. Our culture thrives on recognition, and these awards contribute significantly to that vibrant spirit. ✅ Workplace Happiness and Productivity: Happy employees shine! Research consistently shows that when team members feel valued, supported, and recognized, they give their best. It’s not just about the tasks they complete; it’s about the passion and energy they bring to the table. If we keep our salesforce and the larger organisation smiling – it’s a win-win! I have recently read that "the more digital we become, the more rituals we need". Our Sales Force Awards ceremony is one of our yearly rituals that strikes the balance of acknowledging exceptional skills while reinforcing our tight-knit community. What are your corporate rituals? Would love to learn about them! #salesforce #happyworkplace #awards

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𝗔𝗻𝗼𝘁𝗵𝗲𝗿 𝗱𝗼𝘂𝗯𝗹𝗲 (𝘁𝗼𝗽-/𝗯𝗼𝘁𝘁𝗼𝗺-𝗹𝗶𝗻𝗲) 𝗯𝗲𝗮𝘁 𝘄𝗶𝘁𝗵 𝗿𝗮𝗶𝘀𝗲𝗱 𝗴𝘂𝗶𝗱𝗮𝗻𝗰𝗲 𝗳𝗼𝗿 Colgate-Palmolive 𝗔 𝗴𝗼𝗼𝗱 𝗶𝗹𝗹𝘂𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝘄𝗵𝗮𝘁 𝗶𝘀 𝗮 𝘃𝗶𝗿𝘁𝘂𝗼𝘂𝘀 𝘁𝗼𝗽𝗹𝗶𝗻𝗲 𝗴𝗿𝗼𝘄𝘁𝗵, 𝗺𝗮𝗿𝗴𝗶𝗻 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁, 𝗿𝗲𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁, 𝗯𝗮𝗹𝗮𝗻𝗰𝗲𝗱 𝗽𝗿𝗼𝗳𝗶𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗳𝗹𝘆𝘄𝗵𝗲𝗲𝗹 𝗦𝘁𝗼𝗰𝗸 𝗽𝗿𝗶𝗰𝗲 𝗶𝘀 𝗻𝗼𝘄 𝘂𝗽 𝟮𝟰% 𝗬𝗧𝗗 A lot to like: • Balanced volume & pricing growth testimony of Colpal strong portfolio, pricing power & balanced reinvestment choices • Continuous gross margin expansion enabling both marketing reinvestment (+18% in the quarter!) & balanced profitability improvement • Broad-based growth (although Hill's volume development should be watched in the upcoming quarters) Noel Wallace, Colgate Palmolive CEO: “This is our fourth consecutive quarter delivering gross margin expansion and double-digit growth in operating profit, net income and earnings per share. This combination of sales growth and operating leverage allowed us to continue to invest for the long-term health of our business, with an 18% increase in advertising in the quarter. The strong levels of investment should continue in the balance of the year as we focus on building brand health and scaling the capabilities needed to drive growth in both the short and long term. Our strong results this quarter and in the first half of the year add to our confidence that we are executing the right strategies to deliver on our increased 2024 organic sales and Base Business earnings growth expectations, drive cash flow and generate consistent, compounded earnings per share growth.” Colgate-Palmolive H1/ Q2 FY24 H1 FY24 • NR: $10,124m • OSG: +9.4%; Volume: +3.1%, Price/ mix: +6.3% • GM%: 60.3%; +300 bps vs H1 FY23 • Advertising Cost: 13.6%; +131bps vs H1 FY23 • Adj. OP%: 21.8%; +170 bps vs H1 FY23 Results by Region • North America: $2bn NR; OSG: +3.3% (Volume: +4.4%, Price/ mix: -1.1%) • Latin America: $2.5 bn NR; OSG: +22.2% (Volume: +5.8%, Price/ mix: +16.4%) • Europe: $1.4m NR; OSG: +6.8% (Volume: +4.2%, Price/ mix: +2.7%) • Asia Pacific: $1.4m NR; OSG: +3.2% (Volume: +0.1%, Price/ mix: +3.1%) • Africa/ Eurasia: $549m NR; OSG: +16.3% (Volume: +6.1%, Price/ mix: 10.2%) • Hills (Pet Nutrition): $2.2bn NR; OSG: +5.2% (Volume: -0.7%, Price/ mix: +5.9%) • Beats analysts’ consensus for revenue and EPS Results by Region • Raised EPS growth guidance: 8%-11% (vs mid to high-single-digit previously) 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg https://lnkd.in/e-etz_68 The Coca-Cola Company Procter & Gamble The Clorox Company Henkel Reckitt McBride Reckitt Haleon Nestlé Unilever Kenvue Danone PepsiCo Mondelēz International

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The highest #ROI M&A transactions in the #FMCG industry over the last decade share four key traits: i) Mid-sized assets ($0.5-6bn EV): with hence a proven business model yet with plenty of growth headroom ii) US-based assets: often positive payback on M&A guaranteed if scale-up successfully nationally. US-assets tend to travel better than assets acquired in other regions (although not an absolute guarantee of international success) iii) Mostly acquirers' with the right category expertise and/ or the right GTM capabilities: that is the case for all (except in some extent for GenMills with Blue). No 100% digital assets (e.g. DTC pure-players) are part of this list iv) The majority of those transactions were completed by frequent acquirers demonstrating one more time the importance to acquire frequently assets both to spread risk but also to develop M&A capabilities across the entire cycle (from due diligences through integration to value creation case delivery) To read our full perspective: FMCG CEOs: M&A Q1 2024 In Review - A New Bottom & Four Reinforcing Trends 𝗟𝗶𝗻𝗸 𝘁𝗼 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗰𝗼𝗿𝗿𝗲𝘀𝗽𝗼𝗻𝗱𝗶𝗻𝗴 𝗱𝗲𝗰𝗸, 𝗽𝗹 𝗹𝗲𝗮𝘃𝗲 𝘆𝗼𝘂𝗿 𝗻𝗮𝗺𝗲 𝗶𝗻 𝗰𝗼𝗺𝗺𝗲𝗻𝘁 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀/ 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢𝘀 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #strategy #mergersandacquisitions #fmcg 

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CPG industry trends in 2024: Rescuing the decade | McKinsey Megatrends impacting CPG - the highlights of which we know but - but how to deal with them is the question - interesting overview: 1) Population growth stagnation - target, focus and personalization - profitable growth pockets M&A&D work with entities that can identify the sting in the tail of too large portfolios and identify new opps - predictive AI to help generate those insights. Reinventing brand building and marketing, scaling commercial excellence across business. 2)Crop failures increasingly frequent - volatility mitigation supply chain is key. This multi-enterprise ecosystem at its core must be collaborative, connected, responsive, and innovation centric, most importantly sustainable in this green century 3)Better for you better for the planet - how we embrace and recognize the natural world and its biomass is good for the planet and good for you. 4) Prescription weight loss drugs coming - lifestyle change and healthier nutritional choices exist - an option play but not the norm.

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The impact of #inflation has been significant in the #FMCG industry with strong value sales increases in both 2022 and 2023. Whilst inflation has had an impact on all sectors this varies considerably, as shown in the chart below. With such fundamental shifts in #price, understanding how the pack price architecture now looks for your category is key. Get in touch to find out more on how we can help answer your key pricing questions. And for the full break down of the latest industry trends, including an update of the top performing channels and growth of private label, watch our latest webinar from my colleague Thomas Smith. Click the link below 👇 https://lnkd.in/eeBaRzQM Worldpanel by Kantar

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One of the most desirable traits for a leader to have in todays fast paced, competitive and digitally driven environment is Empathy and being an Empathic Leader today is a key to having a motivated and succesful team. While this leadership trait has existed it is during and post covid that Empathic Leadership has become all the more important with changing employee needs, diverse teams, change in family dynamics and hybrid working to say a few. Alot people confuse empathy with sympathy and one needs to be careful about that as it takes away genuineness then. Thankfully i have had mentors, line managers, colleagues and team members within and outside my recent roles who have helped me in this journey of becoming a Empathic Leader. Here's an interesting article on Empathic leadership that is worth giving a read to. Enjoy and Learn #Leadership #growth #people #leader #sales #hul #perfetti #mars #leadershipstyle #empathy #teambuilding

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Retailers and brands will be pleased to see our research shows consumers expecting to spend up to 20% more in some categories, like snacks, and many also ‘investing’ in new TVs 😉 during the Euros and Olympics. Here’s hoping some great success for England 🏴󠁧󠁢󠁥󠁮󠁧󠁿 and Scotland 🏴󠁧󠁢󠁳󠁣󠁴󠁿 and then Team GB 🇬🇧 And those successes acting as a catalyst to some positive growth for our consumer and retail companies. Read the results here. #euro2024 #olympics #consumer #retail

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Explore the latest e-commerce trends and innovations shaping consumer behavior in the FMCG sector and how these advantages redefine the shopping experience.

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#Making #time. Today we expect a lot from our (marketing) people.  They are expected to be more strategic, forward-thinking, innovative, develop new products and campaigns, stay on top of the latest trends, develop teams, be the CEOs of their brands (my team knows that one is my favorite 😊). All the while, especially in small to medium sized companies, still managing a lot of the day to day operational tasks and without big support functions on the side. My aspiration for the team (and thankfully also their motivation) is high, but it is also our job as leaders to ensure that our team has the time and space to focus on the important aspects and not just pile things on top. That's why we've introduced two initiatives this year to #maketime in the marketing teams: ⌚ Workload & Pain Points analysis Beginning of the year we conducted a workload & pain point analysis to identify first the status quo and what percentage of their time they actually spend on which task (strategic planning, media planning, innovation, administration, meetings, etc) And we asked them some quite specific questions: - What do I do that is useful, but just takes too much time? - What do I do, that I have to do, but don’t see any added value in? - Name one meeting that you could skip immediately and it wouldn't make any difference to your work quality or speed - I wish I had more time to do… etc. Based on this, we went through the results and initiated some short and long term actions to address the issues and pain points: from cancelling meetings to searching for new tools or AI to facilitate basic tasks in the future.   ⌚ Upskilling Days Next to the regular trainings, we introduced a new 360° Upskilling programme with one dedicated upskilling day per quarter, that will be free of any meetings and only dedicated to learning. In the mornings we invest into speakers, workshops and trainers, while in the afternoon we encourage the team to spend their time on upskilling themselves, providing links to free learning platforms, interesting TED Talks etc Time is the most precious resource we have and we owe it to our teams to not always just expect more, but to also clearly create the time and space for them to develop. #makingtime #henkellfreixenet #upskilling #workload

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