McKinsey: What role does analytics play in these conversations and decisions related to value creation? In many cases, you find that the person in the country handling the P&L might not be very senior in terms of hierarchy but is in the most important role to create value as part of one of our key strategic thrusts. In Unilever, we are creating multifunctional, empowered teams, which are actually the front-facing teams looking after a particular category in a particular country. Often the value is being created in roles that are probably two or three clicks below the CEO. Leena Nair: Increasingly I find that we need to be far less hierarchy-conscious in the way we think about value creation. McKinsey: Are you focusing mainly on key leadership roles in the organizational structure? Then we’re able to say that, for example, “This team created value equivalent to €100 million.” We’re able to link the appointments and placements of talent to the actual value creation that’s happening in the business. So, we look at these human dimensions through the data analysis we have and also look at the business challenges. How equipped are they? What’s their level of readiness? What’s their level of capability? What’s their level of experience? What’s their level of passion and perseverance? And we look at the talent that we’re putting into those roles, the teams we’re getting ready to take on these challenges.
Leena Nair: When we have defined our key strategic levers for the year, we ask ourselves, “Which are the five or ten or 15 roles where the biggest impact of value creation in the business could be seen?” Then we use analytics to see whether we’re putting the right people into those roles.įor example, we look at what we call “stubborn cells”-parts of the company where we haven’t seen the traction and performance we would like to see. McKinsey: Can you give some examples of how this works in practice? So, making the strategic investments in financial capital and human capital at the same time is really important. Because if you invest but the people are not ready-if there’s not enough talent and capability there-we will never see the investments being turned into reality. We’re discussing how we want to deploy investment into certain countries, markets, and categories but at the same time seeing if there’s organizational readiness. We also make sure that we have regular catch-ups, both with each other and with the CEO, to ensure that we’re looking at business strategy in totality. Graeme and I have ensured that a key finance person from his leadership team sits on my HR-leadership team and that key person from my HR-leadership team sits on his finance-leadership team. Leena Nair: I believe that the CFO and the CHRO have to be very close. McKinsey: How do you view the relationship between the HR function and the finance function? Transcrição da entrevista (texto original) A entrevista foi realizada durante a reunião anual do Fórum Econômico Mundial em Davos, na Suíça. The purpose of the course is to provide a systematic and practical knowledge of surgical anatomy of the orbit, as well as to optimize the learning of the most used surgical techniques using cadavers, where all participants can practice the procedures under the guidance of experienced tutors.Vídeo A gestão de talentos como disciplina de negóciosĮm janeiro de 2018, Nair conversou com Rik Kirkland do McKinsey Publishing para compartilhar seus pontos de vista sobre como os líderes de RH podem desempenhar um papel fundamental na criação de valor ao utilizar a análise de dados, as funções de criação de valor mais importantes e ao desenvolver uma estreita parceria com as equipes de finanças. The tutorial teaching will include a brief review of each procedure using illustrations and videos, followed by its execution on a cadaver. The afternoon period will be fully occupied by the hands-on application of different techniques on cadavers.
The course will last one day the morning will be dedicated to theoretical presentations on surgical anatomy of the orbit and description of the most used surgical approaches, which will include descriptive videos to facilitate its replication. Particular emphasis will be given to the methods and criteria to guide clinical thinking and indication of each technique, as well as practical It was structured in order to provide a systematic and practical knowledge of orbital anatomy, as well as the main surgical techniques used in this area. Of Anatomy of the Nova Medical School/Faculty of Medical Sciences.
This course will be organized in a partnership between the Orbit Unit of the CUF Descobertas Hospital (which includes specialists in Ophthalmology, Otorhinolaryngology, Neurosurgery, Maxillofacial Surgery, Plastic and Reconstructive Surgery and Neuroradiology), and the Department
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