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transformation
Consumer Packaged Goods and Retail May 2016
Michael Bucy
Adrian Finlayson
Greg Kelly
Chris Moye
The how of transformation
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of holistic change in how the business operates However, we find that executives tend to focus
tackling all the factors that create value for an too much on individual initiatives rather than
organization, including top line, bottom line, on how the business must change. Many leaders
capital expenditures, and working capital. This sense that this is an issue; they express concerns
is easier said than done. Ordinary approaches to about execution risks and sustainability, knowing
transformation typically deliver ordinary (and instinctively that the initiatives wont stick
often suboptimal) results. unless the business fundamentally changes how
it operates. So how does an organization change
To achieve extraordinary results, we believe a the way it operates? We break the how into two
comprehensive, highly disciplined methodology parts: change management and performance
encompassing both the what and the howis infrastructure. Change management is a
needed
CDP 2016(exhibit). The what entails the smooth challenging concept for many organizations and
movement
The howofof thetransformation
many specific transformation one we will address in detail in a forthcoming
ideas and initiatives
Exhibit 1 of 1 through three phases: article. Our focus in this article is the performance
from independent diligence to planning to infrastructure, which helps create effective
implementation. These phases will sound executive-level alignment, communication,
familiar to the seasoned executive. and coordination during a transformation.
Exhibit Our transformation approach encompasses both the what and the how.
Execution
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Making change happen at speed structurespecifically, a transformation
The performance infrastructure consists of office (TO) comprising a few respected executives
the people, process, and tools that work in supported by analysts from the finance and
concert to ensure superior execution and value HR functions. At the helm of the TO should
delivery. It serves as the central nervous system be a chief transformation officer (CTO),
for a transformation effort and plays a vital who should also sit on the companys executive
role in the efforts success (see sidebar, One team. The TO should regularly report progress
companys transformation). to the CEO, highlighting issues and decisions
for resolution.
The people: A governance structure led by a chief
transformation officer One might ask, is a CTO really necessary?
To oversee the execution of each workstream Shouldnt the CEO lead the transformation?
(or area of activity), ensure decisions are Our answer is unequivocal. The CEO should
made quickly, and keep the transformation lead the company; an experienced, full-time
on course, companies must create a governance CTO should lead the change.
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I think of our companys transformation as a marathon. If you ask people
who have never run a marathon to run one, theyll feel like its impossible.
But our CTO knew how to push people to their limits. Some people
probably saw him as a drill sergeant, while others saw him more as a
teammate who was constantly motivating us to do our best. He customized
the message for each person based on what would get that person ready
to run the marathon, so to speak.
Strategy director, consumer company
The ideal CTO has extensive experience in Many companies dont have a person with these
orchestrating transformations and guiding qualifications who could readily step in to the role,
companies through the process. The CTO much less maintain objectivity. The CTO, therefore,
should bring a perspective focused on what often comes from outside. Company leaders may
is possible, combining an objective view of have apprehensions about an outsider, but an
best-in-class performance and the companys outsiders ability to see the business with fresh eyes
current capabilities with a realistic plan and to make decisions without being constrained by
for spurring disparate groups to act in a internal politics is among the most crucial success
coordinated manner. factors for a CTO.
Its a highly demanding role. From day one, The process: A relentless delivery cadence
the CTO must exude the confidence and A slow transformation process is an ineffective
gravitas that will keep the organization one. Thus, the cadence of weekly transformation
inspired and motivated, even when the going meetings is an indispensable part of creating
gets tough. He or she should not be a fist-pounding an effective performance infrastructure.
autocrat, but rather must possess keen judgment Whereas most turnarounds are run by a project-
and instincts as to howand how hardto push management office that meets for a couple
people so that they reach their full potential. of hours each week to discuss all workstreams
The CTO must also have the intellect to be able (typically about a dozen in total), we recommend
to lead deep dives into complex issues that a cadence of 60- to 90-minute weekly meetings
matter to the company. for each workstream, in addition to a 2-hour
weekly TO meeting. This cadence is aggressive
The CTO should be an extension of the CEO, and relentless, and it works. It helps enforce
with the mandate and authority to address closed loop accountability and accelerate
all levers and to influence decisions about implementation by preventing pocket vetoes,
personnel, investments, and operations. other delaying tactics, and slippage.
The CTO can play an important role in getting
the right people on and off the bus, weighing The meetingsin particular, the question-and-
in on key decisions about the addition or answer exchanges between the CTO and line
dismissal of managers. leadersare fundamental to holding people
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accountable. This discipline is not a comfortable, execution-focused mentality into everyday decision
consensus-led approach; the CTO should be making and operations, monthly value analysis
willing to be confrontational when managers to ensure and quantify bottom-line impact, and
dont meet their commitments. Meetings should an annual refresh process that plugs into the
be characterized by honesty and transparency, budget cycle to reignite idea generation and foster
allowing the organization to diagnose its situation continuous improvement.
and align on not just the problems but also the
solutions. The transparency is important to The tools: Robust tracking and reporting systems
helping everyone understand the companys Making up a third component of the performance
decision-making processes and priorities. infrastructure are the tools and systems used
to monitor performance. These might include
The weekly meetings are also a forum for surfacing organizational-health assessments, benchmarks,
and debating difficult trade-offs between cost value-capture models, and visual management and
reduction and revenue generation, and for refining planning aids. For instance, advanced initiative-
the individual plans for each initiative as needed. tracking tools that can be sorted by owner,
Because it sees all the initiative plans in depth, department, delivery status, and other criteria
the TO can help evaluate and manage competing allow users to understand, at a glance, the progress
priorities and call for speedy cross-functional of all initiatives. The tools should make it easy to
decisions. In addition, the weekly meetings are an spot delays, observe trends, monitor impact, and
important mechanism for developing new talent and create rich yet user-friendly reports. And these
for identifying people who can best contribute to a tools should be available to everyone involved
certain initiative. For instance, when a consumer- in the transformation.
goods company decided to build a mobile app
for customer acquisition, the TO used the weekly In our experience, the most successful
meetings to identify high-performing and motivated transformations use an advanced tool that allows
individuals who could help build and develop the app. leaders to track the bottom-line impact of initiatives.
Too often, executives launch initiatives, then simply
The weekly cadence is a critical building block hope and pray that the dollars will show up in
for the transformation process, but its not the companys bank account. With sophisticated
enough on its own. It should be supplemented tracking tools, initiative owners can tie the impact
by daily performance management to instill an of each initiative to a profit-and-loss line item. This
In our company, nobody wants to push too hard and embarrass anyone else.
We brought in a CTO who was very pushy, to the point that he made people
uncomfortable. Hed say, Show me the money. What happened to the
$1 million? At first it was shocking, but it really created accountability. People
didnt want to show up to a meeting having lost $1 million, so theyd go and
find a project to make up for the money they lost. It was a huge cultural shift.
Senior vice president of global supply chain, consumer company
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Salespeople are salespeople: if you ask them about their numbers, they
always find the number thats growing. So we had to figure out what our
most important metrics really were. It was an intensive, painful process
but we ended up with a great tool. Today, ask anybody on the field, How
are you doing? Theyll tell you, My dashboard today is green. Im in this
decile. These are my metrics. And everybody speaks to the same metrics.
Finance director, consumer company
level of detail enables executives to take appropriate Michael Bucy is a principal in McKinseys Charlotte
actions to ensure that every initiative makes a office; Adrian Finlayson, based in Melbourne, and
quantifiable difference to business results. Chris Moye, based in Philadelphia, are senior vice
presidents in McKinsey Recovery & Transformation
Services; and Greg Kelly, a director in the Atlanta office,
is the global leader of McKinseys Consumer Packaged
Goods and Retail Practices.
A transformation effort is not for the faint of heart.
A companys leaders must be absolutely unified and Recovery & Transformation Services is a unit of
committed before embarking on such a program. McKinsey focused on corporate turnarounds
Once they do, they must pay close attention not only and transformations. We bring to bear our firms
to the specific initiatives, but also to the changes industry and functional expertise, combined with
they are making in how the business operates. specialists and practitioners with deep transformation
Establishing a performance infrastructure is an experience. Our work ranges from acute crisis and
essential ingredient of a successful transformation liquidity management to large-scale transformations.
one that yields rapid, dramatic, and sustainable Beyond recovery, we are committed to bringing our
business improvement. clients back to long-term health.
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May 2016
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