You Can't Stop Change
Many of the articles that appear in Retail Leader are centered around a change or shift in the marketplace that we've identified as relevant to senior executives working in CPG retail. Often what we don't consider, however, is the impact these changes may have on the organization's workforce.
Beginning on p. 18, you'll find this issue's cover story on Heineken USA CEO Dolf van den Brink. Van den Brink and his management team have spent the past five years implementing comprehensive changes to HUSA's culture and organizational structure that have yielded measurable positive results.
During our interview, van den Brink made a point to emphasize that whether it's good or bad, change has the potential to be stressful. "If you change so many things at once, people have to be able to bear all of that change," he explains.
"It was critical that we balanced the need for change–because it's not going to stop, it's not going to go away with the way society and business is moving–with the capacity and capability of people who have to manage through all that change."
HUSA supported its employees' efforts to manage the critical changes being implemented by making communication a top priority. "You can't overcommunicate," says van den Brink.
Learning development proves to be another critical piece of the puzzle. Leaders must be sure that as job responsibilities and functions change, good training is available to support new roles and responsibilities.
Change has become a part of our daily lives. In today's fast-moving workplace, the ability to adapt has become critical for survival. It is true that you can't stop change, but certainly, with the right strategy, it can be managed.