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The East African : Nov 17th 2014
46 The EastAfrican BUSINESS NOVEMBER 15-21,2014 MANAG E R Why Pope F≥ancis’s leade≥ship model stands out COMMENTARY JAMES CARROLL “Francis pairs his rejection of triumphalist moralism with frank acknowledgement of his own ‘hundreds of errors, errors and sins.’” What does the unlikely pontiff’s way of leading suggest for others on the list and those who aspire to be there? Five characteristics explain T his unprecedented arrival on the world stage: Francis leads by example At the recent synod, the question was, “Can the Church change the basic notes of its teaching about the family?” Only three weeks before the bishops convened in Rome, Francis sent them a powerful message by presiding at the joint marriage ceremony of 20 carefully selected Roman couples in St Peter’s Basilica. A Vatican statement iden- tified those getting married as “couples like many others. Some already live together, some already have children.” For the pope to solemnise the vows of people who would once have been derided for “living in sin” was a rupture with rigid traditionalism, and a model of what he expected from the bishops at their upcoming meeting. Francis leads by invitation For years, the European Un- ion had been looking the other way as tens of thousands of desperate African migrants, many fleeing wars in Libya and Tunisia, risked their lives in flimsy boats to cross the Medi- his year, Fortune magazine named Pope Francis No 1 on its list of 50 best leaders. terranean, aiming for the island of Lampedusa, the southernmost part of Italy. Hundreds were drowning in the attempt. In 2013, Pope Francis took his first trip outside Rome to Lampedusa. With pointed drama, he used an upended fishing vessel as an ad hoc altar on which to say Mass, and he prayed with thousands of migrants in a soccer field. As he expected, the media broadcast every moment of his visit, and all at once Europe was forced to see what was happening on its doorstep. Drowning migrants were no longer invisible. Within a few months, the European Union established a new maritime monitoring system, accepting the responsibility of rescuing those endangered at sea. Francis leads by collegiality The Catholic Church is the last command society in the West, and the pope could implement the changes he wants simply by issuing orders. It is clear, however, that one of his main purposes is to transform the way authority is exercised in the overly centralised Church. Exercising his own top- down power would defeat that, because the command society itself is at issue. The main structure of Roman Catholic governance is the Vatican Curia, a stultified bureaucracy, riven with fiefdoms and competing power centres. Instead of confronting the Curia as a solitary potentate, Francis by- passed it, creating an unprecedented new structure, the so-called Council of Eight. It consists of eight Cardinals, one from each continent, and only one of whom is a Curia member. He commissioned them to consult widely in their own regions, so that their advice on a range of questions reflects a feel for the grassroots experience of the Catholic people. Francis leads, when necessary, by executive order One of the Pope’s first unilat- eral acts was to do away with bonuses — counted in millions of Euros — traditionally given to Vatican insiders when a new pope is elected. He gave the money away. His abrupt decision to radically alter the papal lifestyle — eschewing the apostolic palace, limousine, gilded isolation — amounted, in the hierarchical structure of the Church, to a direct order to Cardinals and bishops everywhere to change the way they live. Francis leads by acknowledging mistakes His most famous statement came in reply to a question about gay priests. “Who am I to judge?” he asked. The power of that question, of course, was in its reversal of the usual exercise of papal authority, with all the creeping potency of an office long said to be infallible in matters of faith and morals. But Francis pairs his rejection of triumphalist moralism with frank acknowledgement of his own “hundreds of errors, errors and sins.” James Ca≥≥oll is a distinguished schola≥-in≥esidence at Su≠olk Unive≥sity and a columnist fo≥ The Boston Globe. His new book is Ch≥ist Actually: The Son of God fo≥ the Secula≥ Age. The main ing≥edient of change is the cou≥age to take ≥isks By DENISE M. MORRISON New York Times Service WHEN I became Campbell’s CEO, in 2011, our soup sales in the US were down and our innovation pipeline was virtually dry. More concerning, our people seemed content to rest on our past success. How could we get a 145-year-old company to embrace change? We started by pointing to the seismic shifts going on around us. We thoroughly assessed the new consumer demographics and behaviours, global economic realignment and digital revolution profoundly changing the food industry. We studied the evolution of packaged fresh foods in response to health and wellness trends and the expansion of e-commerce and other channels beyond grocery. We stressed that we needed to build on our past to create the future but that we now had a dual mandate: To strengthen our core business with existing consumers while also expanding into faster-growing spaces to attract new consumers. Then we surveyed our top 300 leaders to discover what might keep us from delivering on that strategy. Two key ingredients, they told us, were missing at Campbell. The first was effective decision making — many felt there was too much emphasis on reaching consensus. (We have since updated our Leadership Model, replacing “Drive organisational consensus” with “Drive decision-making.”) The second was the harder problem: We lacked courage. So we set out to remake our “play it safe” culture and empower our people to think bigger and act more boldly. We made “courage” one of our core values and built a new performance management system that encourages employees to take $1.5b responsible risks and set ambitious goals. People now own the outcomes they deliver, and we reward those whose contributions have an exceptional impact. Cultural values have to be mod- The value of the new acquisition Bolthouse Farms, a leader in fresh beverages and juices, salad dressings elled at the top to take hold, so we revamped our leadership team with courage in mind. Virtually everyone on the team is either new to his or her role or new to Campbell since I became CEO. Of course, I had to resolve to personally model the courage we wanted to see in the organisation. I got that chance when we had the opportunity to acquire Bolthouse Farms, a leader in fresh beverages and juices, salad dressings and fresh carrots. At $1.5 billion, the acquisition was the largest in our history. Naturally there was some scep- ticism. Sticking to my convictions about packaged fresh foods (already a $12 billion category) allowed us to make that consumerdriven, on-trend acquisition, and another: Plum Organics, in the fast-growing organic baby food segment. We also acquired Kelsen Group to expand our snacks business globally, starting with China and Hong Kong. You have to live your company’s values as a leader and applaud others when they follow suit. Certainly, we are still on our journey, but we are less afraid to fail. Denise M. Morrison is the president and CEO of Campbell Soup Co.
Nov 10th 2014
Nov 24th 2014