Rosenfeld setting 'delicious' goals at Kraft
— -- Q: You want Kraft to get even bigger by acquiring Cadbury for $16.7 billion. How does that fit into your strategy for change?
A: It's a logical next step in our transformation toward a high-growth, higher-margin company ... to create a global powerhouse in snacks, confectionary and quick meals. Kraft would become a $50 billion company with the scale, scope and the resources to grow faster.
Q: This follows Kraft's spinoff from Altria, when you tried to lead Kraft as a start-up. How is that possible with a Fortune100 company that has ambitions to be much bigger?
A: We redefined the higher purpose of the company and the core values. A higher purpose was "making today delicious." Everything employees do, from product quality to social responsibility to marketing, is about what they can do to make today delicious. That's been a powerful rallying cry.
Q: Sounds like sloganeering. Is that more than a good jingle?
A: Of our seven values, the one that has had the most profound impact is the one that encourages all employees to act like owners. Everyone understands what it means to own a business. You spend money like it is your own, you make sure you're getting a return on your investment, you treat people like you would like to be treated. Of all the changes we've made, that's the one I've gotten the most feedback on.
Q: You have six rules for the road in leading change. No. 1 is "getting the right people on the bus." Is that the most important rule?
A: With proper credit to (Good to Great author) Jim Collins, the first step in most turnarounds is making sure you have the right leadership in place. As a result of our rewire strategy, more than half of our leadership is new to their role at Kraft over the last two or three years.
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