CPG Retail Diversity

Network of Executive Women | Fall 2011

Indra NooyiChairman and CEOPepsiCo

Celebrate the Network’s 10th anniversary!

10 power women transforming our industry

10 years of diversity leadership

10 years later: reflections

from the start

10 megatrends for the next 10 years

©2011 GlaxoSmithKlinewww.gsk.com

Di15 30.974

Diversity

Do more, feel better, live longer.

It is an honor to acknowledge NEW, along with this year,s Ten Power Women, for their achievements in the consumer

products and retail industry.

You clearly have a proven formula for advancing women and diversity in business.

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Network of Executive WomenBoard ChairMichelle GloecklerWalmart Stores

Vice ChairJulie HamiltonThe Coca-Cola Company

Past ChairAlison Kenney PaulDeloitte

SecretaryBetsy HosickChevron Corporation

TreasurerRosa C. StrohThe Hershey Company

Executive CommitteeMaria EdelsonSales and Capability Development LLC

Michael GorsheAccenture

Antoinette (Tonie) LeatherberryDeloitte

Regenia SteinKraft Foods

Debbie WildrickBazi Inc.

Board of Directors at largeJeff BoserKellogg Company

Christy ConslerSafeway Inc.

Caroline Cotten NakkenMass Connections

Dave DudickGeneral Mills Inc.

Erby Foster Jr.The Clorox Company

Beverly GrantProcter & Gamble

Cathy Green BurnsFood Lion FamilyFood Lion, Bloom, Harveys, Reid’s

Gail M. JordanMonarch Janus Associates

Lisa KlauserUnilever

Catherine LindnerWalgreen Company

Chelle MooreWalmart Stores

Michele MurphySupervalu

Bobbie O’Hare (member emeritus)JOH

Marie QuintanaPepsiCo

Margarita RossiJohnson & JohnsonSales & Logistics Company LLC

John M. SagutoNestlé Purina PetCare

Marla ThompsonCatalina

Annie ZipfelTarget Corporation

General CounselBob DicksonMass Connections

Andy LapayowkerCrown Central

President and CEOJoan Toth

TEN YEARS AGO a small band of far-sighted leaders founded the Network of Executive Women. Their idea — not so widely accepted back then — was that gender diversity was not just good for women, but good for business, too.

This special edition celebrates those who champion diversity in the consumer products and retail industry, the Network’s founding members and the women who blaze a brilliant path for the next generation to follow. Most important, it looks ahead to the challenges and opportunities the next 10 years will bring.

The speed and force of change today is like nothing we have faced before. We need new products, services and technologies to succeed. Most of all we need new thinking — and diversity holds the key.

The Network’s 4,000 members, 72 national sponsors and 17 regional groups are working together to create the multicultural, multigenerational leadership our industry needs to compete in the next 10 years. We offer career development, education, networking and mentoring, diversity research, best practices, national and regional events, college outreach and much more.

In 10 years the Network has grown from a small group of pioneers into one of the industry’s largest mission-driven organizations. We thank everyone working with us. We honor those who have paved the way. And we welcome the next generation of leaders who believe, as we do, in the awesome power of change.

Warm regards,

Michelle GloecklerBoard Chair, Network of Executive WomenSenior Vice President, Merchandise ExecutionWalmart Stores

Ten years later 4Ten years of leadership 8Ten power women 14Ten megatrends 20Ten things you can do 24Ten greatest 26

10 10 10 10 1010

Communications DirectorRob Wray

EditorBarbara Grondin Francella

ContributorsDana AsherRenée CovinoClaire Pamplin

cpg/retail diversity

© Copyright 2011 by the Network of Executive Women All rights reserved. Printed in USA. For reprints and information on the Network visit newonline.org.

Network of Executive Women | Fall 2011

Indra NooyiChairman and CEOPepsiCo

Celebrate the Network’s 10th anniversary!

10 power women transforming our industry

10 years of diversity leadership

10 years later: reflections

from the start

10 megatrends for the next 10 years

Network of Executive Women 3

Ten years ago, it was lonely at the top for women in cpg/retail. These pioneers helped start a Network to change that.

Reflections from the leaders who were thereat the start

10 years later

4 Network of Executive Women

A decade ago, a determined band of women and men had a vision: a cpg/retail industry where women could advance to the top, and a Network to help them get there.

This unnamed working group met in Atlanta in November 2000 and started what would become the Network of Executive Women. Betsy Cohen, then working for Ralston Purina and currently vice president for sustainability at Nestlé Purina PetCare, remembers: “There was much discussion of who might be interested and how to name the group. Was it food or cpg or manufacturers or retailers or all of the above? How about suppliers? Yes, yes and yes is what we said.”


A Catalyst study on women leaders in business provided a “guiding light.” A breakfast meeting that introduced the nascent Network at the FMI Mid-Winter Executive Con-ference in January 2001 was even more illuminating. While there were few women at the conference, “leaders were interested and willing to be supportive,” Cohen recalls.

The Network held its first official meeting that April. “Hedy Halpert [late publisher of Beverage World] was a real leader and inspiration,” according to Cohen. “Mike Gorshe [currently partner in the Consumer Products and Services Practice of Accenture] was a terrific advocate...showing that men would be involved right from the start.”

Many industry executives played key roles in the Net-work’s formation. We talked to a few and asked what those early days were like and what they think about the state of gender diversity in the industry today.

Our roundtable consisted of Michele Hanson, formerly of The Minute Maid Company and the Network’s first president; Kimberly Betts, then with Ahold USA and NEW’s second president; Elizabethe Bogart Osborne, for-merly of the National Association of Convenience Stores; Debbie Grosh, then with The Minute Maid Company; David Jobe of the Leadership Network Corporation, now part of the CSP Information Group; Jennie Jones, then with Crown Central; Joy Nicholas, formerly with FMI; and Lucia Romanello Crater, then with GSP Marketing Technologies.

Tell us about your experience in the Network’s early days.

Michele Hanson (Chief Executive Officer of ExecuIn-sight LLC): The idea of a network for executive women came to mind while I was moving up the corporate ladder in the consumer products world. As I advanced into new

and exciting roles, I found myself without female mentors and peers. At conferences, there were few professional women speaking and participating. After securing fund-ing from Don Knauss, then CEO of The Minute Maid Company, I worked with Catalyst to look at the facts and form a business case for an executive women’s network. Then I reached out to other CEOs and industry contacts to find other women and men who would be interested in getting involved.

Kimberly Betts (Senior Manager, Retail Practice, Deloitte LLP): We were just a group of people who wanted to make a difference in the industry re-lated to getting women into leadership positions and creating a “place” where women could connect and support each other in developing their careers and growing women leaders in the industry. We had no idea how to run a nonprofit organization; we just got the ball rolling and started pulling it together. Like any team, we experienced the growing pains of “forming, storming, norming and performing.” There were times when I would go to bed at night wondering if we were going to have the financial resources to make it to the next week. What got us through was the shared vision of making a difference in this industry and providing more opportunities for the women who follow us. What helped me personally was the amazing support and faith of my CEO and mentor at the time, Bill Grize, then CEO of Ahold USA.

Debbie Grosh (President of DLG Strategies): We could tell by how quickly we grew that there was a true demand for a women’s networking and development group within our industry. Our first NEW Leadership Summit was in Houston on Oct. 11, 2001, just a few weeks after 9/11, and

Kimberly Betts

we still had nearly 100 people attend. By then we had raised over $240,000 and had held four events. The creation of NEW was a challenging, rewarding and very busy time. The best part was meeting wonderful women and men who would become life-long business partners, supporters and great friends.

Jennie Jones (Vice President of Marketing, Convenience Store Sales

Division, S&D Coffee Inc.): When I and a few others had the idea to form a women’s network in the convenience channel, I contacted Hedy Halpert, who was publisher of several industry publications, and Jim Keyes of 7-Elev-en Inc. to see if they thought the idea was viable. I was introduced to Michele

Hanson [and the idea grew from there]. My initial experi-ence was five wonderful years of helping to hire a staff and raise funds and awareness.

Lucia Romanello Crater (Vice President, Retail Sales, Cardtronics): My initial reaction was skepticism. I won-dered if this group would just end up being one that bellyached about the good ol’ boy network. I decided to attend at least one meeting with an open mind. There was so much talent, knowledge, charisma and willing-ness to roll up sleeves and make this happen that I was instantly hooked. Most of the women in the room carried prestigious titles. Yet, in that room, neither the title nor the authority that came with it mattered.

Elizabethe Bogart Osborne (Principal, CLS Group LLC): At the first Network board meeting I attended, I met the women and men who [started the ball rolling] and fully understood the scope of the issues facing women in the cpg/retail industry. What impressed me was not only the commitment of these individuals, but the work that had been done to show the financial implications to a com-pany that embraced a diverse workforce. It was much more than a group of women coming together to network, it was an effort to create more opportunities and greater financial gain for companies.

David Jobe (President, Leader-ship Conferences, CSP Information Group): I can remember attending one of the very first events in Houston where Drayton McLane, chairman of The McLane Group and owner of the Houston Astros, was the keynote speaker. I was one of two males in a packed room, discussing diversity. It certainly had an impact on me.

How has the industry’s attitude toward women changed in the past decade?

Jones: We now have a voice and the Network has gained a great deal of respect. But little has changed at retail.

Romanello Crater: It feels as though we take two steps forward and

one step back. That can be frustrating. We have to keep our eyes on the prize of accomplishing the Network’s mis-sion and not get sidetracked by setbacks. We are making progress.

Betts: We have made significant progress with more women in roles that have responsibility for big chunks of the P&L for their organization. We still struggle in the area of getting more women into the top jobs, specifically in the retail sector. We are making progress, but I want to see more, faster! Organizations are slowly recognizing the business benefit of making sure their leadership ranks look and think more like their consumers.

Joy Nicholas (Vice President, Busi-ness Development, Balance Innova-tions): The industry has significantly improved the awareness of influential women who have been in the industry for many years — a truly rewarding and appropriate recognition of industry leaders who have not been given the at-tention they deserve in the past. But we have just touched the surface.

How has the Network impacted your life and career?

Hanson: Because of NEW, I moved into senior ex-ecutive roles in major consumer goods companies. I was offered a vice president role after a CEO introduced me at a NEW event. NEW has provided me with the sup-port, mentors and inspiration to achieve my goals. The people involved in this great organization gave me the confidence I needed and reminded me that I could do anything. That inspiration and confidence is still with me today as I run my own organization.

Jones: My career changed drastically. I left the company where I was employed during the founding years of the Network and would not have had the courage or self-esteem to do it without the support of NEW. In 2010 I became the first woman to ever chair the supplier board of NACS, the Association for Convenience and Fuel Retailing.

Bogart Osborne: As I began to participate in Network events, I learned I had missed my calling in life. The

“ I was one of two males in a packed room, discussing diversity. It certainly had an impact on me.”

– David Jobe

10 years later

David Jobe

Joy Nicholas

Jennie Jones


focus on having the right people in the right seats made sense not only for companies, but especially for the individual. The “people” part of the business is where I thrive, and I’ve built my consulting firm working with clients to constantly improve their organizations. My involvement with the Network helped me become a better person by recognizing my talents and shortfalls.

Romanello Crater: I have found mentors through NEW who have helped me navigate challenging work situations. I have had the opportunity to mentor young women and “reach back over the wall” to bring many more women into our industry and help oth-ers be more successful.

Betts: Serving the Network of Executive Women is the single best thing I have done for myself from a personal and professional perspective. As a natural introvert, NEW has always been a safe and comfortable environment for me to develop a range of skills related to leadership, public speak-ing and how to build a network of colleagues and friends in an authentic way.

Grosh: The success of the NEW regional groups has added a new dimension to the organization and to my per-sonal growth. I have had the opportunity to mentor more women and to connect with professionals locally.

How much progress will the industry make on leadership diversity in the next 10 years? What other big trends do you see?

Hanson: The impact of NEW and other diversity lead-ership initiatives will be tremendous. The industry will f lourish because employees will be encouraged to “live their lives” instead of separating work and personal. It’s all “life,” and women will continue to push to integrate the two. If that happens, the best of the best will be represented at all levels and they will create new and different products that will meet our consumers’ needs. This is exciting and the potential is unlimited.

Jones: The convenience channel is starting to hire more women and place them in decision-making positions. The way of doing business will continue to change, and contracts and business will be awarded based on sound business decisions; business will no longer be for sale.

Bogart Osborne: Back in 2001, there were not many women on the boards of the industry trade as-sociations. Now a number of trade associations have a diverse board and their CEOs are women. This will continue to evolve, and I am grateful this evolution is based on hiring the right people with the right talents to

succeed. As the economy slowly picks up steam, I see successful companies getting much smarter about their brand, their offer and their customers. The era of being all things to all people is over; consumers are getting wiser and will focus more on value in their experience. Consumers will become more segmented, and not just by traditional demograph-ics. Many regional marketers have figured this out, and they will continue to lead our industry. They have great brands, amazing employees and excellent service differen-tiating them from their competitors. At the heart of this is people.

Romanello Crater: Some of the trails we have blazed over the past 10 years will help the next generation of women move up in the industry much more quickly than in the previous 10 years. Many of these women have come to our industry and have not known anything but diversity. In that respect, they will come to expect leader-ship diversity.

Nicholas: With the emergence of social networking, multigenerational workforce management and the need for more cultural awareness, women have skills that more naturally align with the workplace issues of the future.

Grosh: I’m a bit concerned. Recent studies show the number of women in c-suite positions has dropped over the last two years in Fortune 500 companies. The economy has impacted all of us, and appears to be tougher on our industry. I believe we will bounce back because of the successes of companies with a more diverse leadership team, as they will continue to show a higher value to their stockholders.

Betts: I see innovation and customer intimacy becom-ing more and more critical to retail and cpg companies, which will be increasingly reliant on leadership that more closely represents the changing face of the consumer, who is female first and foremost. n

Find more memories and predictions at newonline.org/timemachine.

“ The focus on having the right people in the right seats made sense not only for companies, but especially for the individual.”

– Elizabethe Bogart Osborne

Lucia Romanello Crater

Elizabethe Bogart Osborne

Michele Hanson

Debbie Grosh


Behind every great idea is a great leaderThe accomplishments of these diversity champions are worthy of the Network’s Diversity Hall of Fame

The Network of Executive Women is marking its 10th anniversary by launching the NEW CPG Retail Diversity Hall of Fame, honoring a select group of industry leaders

who know that gender diversity is much more than a compliance issue — it’s a business essential.

This pantheon is no stranger to diversity or the Network — each is a past recipient of the Network’s annual Outstanding Champion Award, given to individuals and companies who have strongly supported the Network’s mission to attract, retain and advance women in the cpg/retail industry.

This fall, the award will be renamed the William J. Grize Diversity Hall of Fame Award, honoring the late Ahold CEO. Grize, who recognized the extraordinary value of developing and supporting women leaders, is one of the diversity champions the Network will honor this year at its CPG Retail Hall of Fame Red Carpet Awards, Sept. 19 at the NEW Leadership Summit in Orlando.

10 years of leadership


Linda Dillman Tech support

To her retail technology peers, Linda Dillman’s contributions at Walmart were nothing short of revo-lutionary. In 2003, for example, the then-executive vice president and chief information officer announced that Walmart’s 100 biggest suppliers would be required to adopt its radio-frequency ID tag system on all case and pallet ship-ments. The result? A paradigm change in supply-chain man-agement.

Currently Hewlett-Packard’s se-nior vice president of global infor-mation technology, Dillman man-ages the IT teams responsible for the computer firm’s outsourcing services business and a new group supporting global functions such as corporate administration and HR.

Named to Fortune’s “50 Most Powerful Women in Business” each year from 2003 to 2007, Dillman strives to move other women up the corporate ladder. For her unwavering support of the Network and its mis-sion, she joined Jeri Dunn and Kay Palmer as NEW Outstanding Cham-pions in 2005.

Jeri Dunn The right spirit

When you’re responsible for all IT activities at the largest privately held spirits company in the world, you want to ensure the only thing on the rocks is the corporate product. Fortu-nately for Bacardi, Chief Information Officer Jeri Dunn brings more than 20 years of cpg experience — includ-ing positions at Nestlé and Tyson

Foods — to her job. “For over 20 years, I have...watched

as many talented, smart and hard-working women struggled to gain a meaningful position — not even a stronghold — in the ranks of senior and executive management teams,” Dunn says. “At the same time...the words were always ‘80 percent of pur-chasing decisions for cpg products are made by the female in the household.’ What’s wrong with this picture?”

The management teams of these companies “weren’t even taking advan-tage of the resources they had working in their own companies — resources that could give them insight as to what the decision makers were thinking,” she says. “They were los-ing out in two ways: not getting diver-sity of talent within their organization by promoting women and not taking advantage of having women — their target audience — as representatives on their executive teams.”

Tom Greco A refreshing change

When he accepted the Network’s Out-standing Champion Award in 2006, Tom Greco — then senior vice president of sales for Frito-Lay North America — credited NEW for help-ing his organization redesign key jobs and attract a more diverse pool of candidates.

The strategy worked, increasing diverse representation at the company from 33 percent to 52 percent among field sales executives and tripling the number of women in the group.

“As I began to interact with NEW’s leadership team, it became appar-ent that our methods were largely unattractive to high potential talent — particularly to women,” Greco says. “We realized that fundamental change was needed to attract more high-caliber women to the company.”

Now executive vice president and chief commercial officer of Pepsi Beverages Company, Greco still isn’t one to let the chips fall where they may. His personal Pepsi challenge: Drive the diversity and inclusion mes-sage throughout his company and the industry.

“We’ve made significant progress,” he says, “but our starting point was very low relative to other industries.” There’s a need to increase the number of women on the executive career track, according to Greco, and that re-quires the continuous support and ac-countability of senior leadership. “We have to work to retain women who might otherwise opt out because of the sacrifices and trade-offs required of executives at this level.”Ill

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“ We’ve made significant progress, but our starting point was very low relative to other industries.”

– Tom Greco


Bill Grize Food industry legend

Bill Grize — then president and CEO of Ahold USA Retail Opera-tions — received NEW’s Outstand-ing Champion Award in 2004. The grocery industry legend died in January 2010 at the age of 63, leaving an enormous void in a field where women still rarely reach the top ranks.

“He always believed that people were a company’s greatest asset and he was passionately committed to foster-ing their talents and strengths,” says Emelyn Grize, his widow.

The gender diversity backer began his career at Stop & Shop in 1967 as a part-time clerk. Rising through the ranks, he was named chief operating of-f icer in 1994 and president in 1996. Spearheaded by Grize, the chain established diversity initiatives to ensure jobs were open to all members of the community.

Recognized for his passion for people, Grize believed corporate man-agement had both a civic and business obligation to provide diversity. In 2005, the Food Marketing Institute awarded him with the Sydney R. Rabb Award for exceptional service to the community, consumers and the industry.

In presenting NEW’s Outstand-ing Champion Award, then NEW President Kimberly Betts, now a senior manager at Deloitte, recalled how Grize had responded to every single request ever made on behalf of the Network. “He’s a true champion of NEW and a true advocate of di-versity in the industry,” she said. In reply, Grize said simply, “It’s about the people. We must do better and learn to embrace and utilize all this talent.”

Don Knauss Put money behind the vision

As a white executive working for Coca-Cola’s Southern Africa unit in the late 1990s, Don Knauss had his first glimpse of what it’s like to be in the minority. “It certainly made me more sensitive to what it feels l ike to be under-represented,” says Knauss, chairman and CEO of Clorox since 2006.

During his ten-ure at Coca-Cola, Knauss provided seed money to a small group of women and men creat-ing a new organization for industry women — the Network of Executive Women. Knauss, who received NEW’s Champion Award in 2002, carried his commitment to promoting workplace diversity and equity to Clorox, where social responsibility tops the corporate priority list.

“I realized very quickly in my ca-reer in cpg that women were making most of the buying decisions for the brands I worked on. Without women in more senior roles offering their in-

sights on how to connect with women as consumers, we could not win in the marketplace,” says Knauss, recipient of The Jackie Robinson Foundation’s ROBIE Award for individuals who have promoted opportunities in the corporate world.

“We’ve made strides, no doubt. But we need to see more women in senior roles,” he continues. “And we need to see more companies create flexible work environments that en-able women to have and nurture a family if that is their choice.”

Jeff Noddle Retail diversity advocate

During the Food Marketing In-stitute’s Midwinter Executive Con-ference in 2007, Jeff Noddle, then Supervalu’s chairman and CEO, asked his colleagues to take stock. “We need to make tremendous prog-ress on diversity, and we need to start now,” said Noddle, FMI chairman at the time, declaring that retailers need to improve diversity both in their organizations and on the FMI board.

It was this commitment to inclu-sion that helped earn Noddle NEW’s Outstanding Champion Award in 2009. “Throughout my corporate career, I tried to do what I felt was right, and I could never come up with a reason why women shouldn’t have all the same opportunities and standards as men. It simply is the right thing to do, period,” he says. “Given that, I knew some of the old ways of evaluat-ing people had to be pushed along to break old customs. I decided to be an advocate in that regard.”

Three years after engineering one of the biggest mergers in the history of the supermarket industry — Super-valu’s 2006 acquisition of Albertsons

“ We’ve made strides, no doubt. But we need to see more women in senior roles.”

– Don Knauss



— Noddle stepped down as CEO. Today as executive chairman of the firm’s board of directors, he boasts a distinguished record of promot-ing diversity and inclusion at North America’s fifth largest food retailer.

Advancing women in the industry is a solid business strategy, Noddle says. “It’s also the smart and right thing to do.”

Kay Palmer Supply-side standout

When it comes to championing women, Kay Palmer has the drive. The CIO and executive vice president of J.B. Hunt Transport Services heads a department of 360 people respon-sible for implementing technical solu-tions that improve operations, opti-mize supply chains and provide better distribution solutions to customers.

If she had her way, Palmer would like to see more women among those 360 — and in IT. “One of our primary challenges in information technology

is that fewer women are entering the field and minorities are under-represented as a whole,” she says.

A member of the executive board of directors for the Information Tech-nology and Research Institute at the University of Arkansas, she’s worked with the institute to increase the number of women and minorities en-tering IT. One result: the Technology Awareness Program (TAP), designed to expose under-represented popula-tions to the field while they’re still in high school.

“We’re starting to see positive results from this program, as some of these students are finding their way into IT studies at the U of A,” says Palmer, who also speaks to area high-school students and parents about career opportunities in IT and available scholarships.

J.B. Hunt’s IT department has

topped lists as a “Top Place to Work in IT” for years. Recognizing her efforts, NEW named Palmer an Outstanding Champion in 2005 with two other women — Linda Dillman and Jeri Dunn — who joined forces to support NEW and promote executive diver-sity, especially in the fast-growing Northwest Arkansas region.

Judy Spires Food retailer, trailblazer

J u d y S p i r e s started her career as a cashier at Acme Markets while still in high school. Thir-ty-f ive years later, the self-proclaimed “Jersey girl” was running the 125-store chain.

“I absolutely love this business and I know how rewarding a career in this industry is. I have done every job — in the stores and in the back office — and I know from personal experience

Delhaize America is a retail diversity

standout.

It has five women executives on its

senior leadership team and three of

its four operating banners are led by

women. In 2009, 51 percent of its U.S.

associates were women and 25 percent

of its U.S. associates and 33 percent of

Food Lion associates were from ethnic

minorities.

Small wonder the firm received the

Network’s 2010 Outstanding Champion

Award.

“We have, throughout our history,

placed some stores in urban, rural and

developing markets,” Eric Watson,

Delhaize America’s Office of Diversity

and Inclusion vice president, noted in an

interview with NEW. “A diverse market

presence requires a level of connectivity

and strong relationship building with

community, civic and local leaders, as

well as an associate base reflective of

the communities we serve.”

Delhaize America is a member of

the Brussels-based Delhaize Group and

one of the largest supermarket chains

in the United States, operating under

the names of Food Lion, Bloom, Bottom

Dollar Food, Hannaford, Harvey’s, Reid’s

and Sweetbay.

Cathy Green Burns, president of

the Food Lion family and a member of

NEW’s board of directors, was instru-

mental in the creation of the Network’s

Carolinas regional group. Hannaford was

an early supporter of the Network’s first

regional chapter in New England, while

Mike Vail and the Sweetbay team took

the lead initiating NEW’s Florida group.

Delhaize America’s commitment to

professional development is exhibited

by its Food Lion banner’s “Women

and Women of Color” strategy, which

focuses on attracting, retaining and

developing diverse talent. To this end,

five women from Food Lion completed

the ASCENT professional development

program, with studies in management

acumen, strategic thinking, organization-

al awareness and personal development.

“To retain any associate, specifi-

cally diverse associates, it’s important

to build a culture in which they feel

valued,” says Watson.

Delhaize America: Reaching across the aisle

Three of Dehaize America’s four banners are run by women.


there is not one job a woman cannot do,” Spires says. “The change is really happening in the companies where the commitment to diversity and advancing women is truly cemented at the top.”

Currently the chief executive of-ficer of New Jersey-based Kings Super Markets, Spires was widely lauded for providing opportunities for women in the food industry, including sponsor-ing company-based diversity groups, mentoring associates and developing Acme’s Women’s Initiative Network. She played a key role in the Network’s 2006 expansion in Greater Philadel-phia, an important element in NEW’s growth and a key factor in her being named NEW Outstanding Cham-pion in 2007.

“I am on a mission to make sure the best people have great careers in this industry,” she says. “I will open any door for any woman who has the drive, determination and an indefati-gable work ethic to succeed.”

It’s not just good for women, according to Spires — it’s good for business. “For a company to win con-

sumers’ hearts, minds and wallets, the leadership must reflect the diversity of its customer base.”

James White Power listener

When Safeway was creating Mom to Mom — its line of more than 80 baby products — James White, the chain’s senior vice president of con-sumer brands, did what he did best: he listened.

Tapping into the philosophy that “Mother knows best,” Safeway que-ried moms about their babies and how products could make their lives easier. This feedback resulted in merchandise that makes sense, such as baby wipes sporting a flip-top that’s a cinch to open.

An uncanny ability to assess input and gauge needs may be why White is as successful at forging teams at work as he was at building private-label business. One of his key strengths, said Steve Burd, Safeway’s president

and CEO, is his ability to create a “diverse, high-performing work team that demonstrates the value of inclusion” and “establish a workplace where all employees can develop their talents to the fullest.”

White was a key player in the launch of the NEW Northern Cali-fornia region, personally encourag-ing dozens of colleagues at Safeway, the second largest supermarket chain in North America, to become ac-tive in the group and attend its 2007 launch event. “My passion for helping create a more inclusive environment and even playing field for women in the industry is driven by the women in my life — my wife, mom, sister, grandmothers and daughters,” White says, “and by my own journey as a leader as I sought to find a level playing field that allows me to execute at full potential.”

Today the president, CEO and chairman of Jamba Juice is using his vision to bring the smoothie and snack company to the next level and to increase inclusion across the entire foodservice sector. n

Procter & Gamble: Driving diversity and inclusionThrough its portfolio of brands like

Pampers, Pantene and Tide, Procter &

Gamble estimates it touches people’s

lives around the world 2 billion times a

day. The executive team is every bit as

proud of how this company touches the

lives of its own employees.

Under the leadership of CEO and

Chairman Robert McDonald, diver-

sity and inclusion are deeply rooted

in the company’s purpose, values and

principles. P&G management works to

bring together individuals from differ-

ent backgrounds, cultures and thinking

styles who provide different talents,

perspectives and life and career experi-

ences. The cpg giant’s diversity and

inclusion mission statement sums up the

company’s vision: “Everyone val-

ued. Everyone included. Everyone

performing at their peak.”

The company’s leaders are

committed to creating a winning

culture where colleagues and

managers demonstrate sincere

care for each other, extending a

personal touch to each individual and

genuinely getting to know each other.

Everyone’s full engagement is expected

to ensure that P&G delivers on its

mission in every part of its business, the

company reports.

The management team fully recog-

nizes that diversity and inclusion give

the company a sustained competitive

advantage for continued growth. The

company’s focus on D&I has enabled it

to hire, engage and retain the best talent

from around the world, reflecting the

markets and consumers it serves.

“Through our focus on understand-

ing each individual’s skills, passions

and our fundamental commonalities,”

the management team believes, “we

enable behaviors that lead to a culture

of innovation.”

Rob Steele, the company’s recently

retired vice chair, modeled P&G’s com-

mitment to diversity and inclusion,

which led to his recognition as the

Network’s 2003 Outstanding Champion.


Two P&G Plaza in Cincinnati is a retail diversity hub.


Proudly supports the

Network of Executive Women

10 power women

Women comprise almost half of the retail industry’s workforce but only 18.3 percent of its corporate officers and just just a handful of its CEOs.* These are the women

who have defied those odds. Trailblazer, pioneer, role model — these words hardly do them justice. Through drive, courage, sacrifice, hard work and intelligence, they have reached heights that few men — and even fewer women — ever achieve. Some day, when gender is no longer a factor in how far and how fast a business executive may rise, our c-suites will have just as many ordinary women as ordinary men. Until then, we will have to be inspired by the extraordinary women profiled here.

Meet the women rocking our world

First they changed perceptions. Then their firms.Now they want to change the world.

*Catalyst Census of Fortune 500, 2010.


Katie BaynePresident and General Manager Sparkling BeveragesThe Coca-Cola CompanyAge: 44Hometown: Perth, AustraliaAlma mater: Duke University; The Fuqua School of BusinessCompany rank in Fortune 500: 77Employees: 92,400Revenues: $35.1 billion

What she’s up to: Under her leadership, Coca-Cola is enjoying strong growth on Fanta, Sprite and Coke Zero.

A first: Coca-Cola won its first-ever Emmy Award in 2009 for an animated TV commercial “Heist,” a Cannes Platinum Lion for the Coca-Cola Visual Identity work and launched MyCokeRewards.com, all while Bayne was chief

marketing officer of Coca-Cola North America.

Road map to success: Bayne says you need two things to be successful in any company: admiration for what it does and what it stands for and the chance to learn something new every

day. She’s grateful to have had that at Coke for 21 years. Bet you didn’t know: If Bayne wasn’t doing what she’s

doing now, she’d probably be a ski instructor. Her favorite attire is pajamas.

On balancing work and personal life: She admits that fusing “the never-ending digital presence and speed” of work with family life is a challenge. But she tries to “slow it down and think,” especially in the morning while run-ning with her dog after getting her boys and husband out the door.

Rosalind BrewerExecutive Vice President and President Walmart East, Walmart U.S.Walmart Stores Inc.Age: 49Hometown: AtlantaAlma mater: Spelman CollegeCompany rank in Fortune 500: 1Employees: 2 millionRevenues: $421.8 billion

What she’s up to: Brewer oversees nearly 1,600 stores from Maine to Puer-to Rico and is responsible for establish-ing the division’s strategic direction of all growth opportunities, which is now “a pretty aggressive plan” of a reinvigorated price strategy and a refocus on tailoring the product lineup to regional shopping preferences. Brewer is working closely with 15 of the company’s top female executives to improve networking opportunities for other women at the retail giant.

Road map to success: “It’s all about the power of ‘no,’” according to Brewer. She says no one gets to the top of the corporate ladder by blending in. Individuals must learn to ask the right questions, when to say “yes,” and most impor-tantly, when to say “no.”

Bet you didn’t know: She gives her time to help mentor teenage girls from diverse backgrounds to successfully navi-gate the pressures and pitfalls of teenage life.


10 power women

M. Susan ChambersExecutive Vice President Global People DivisionWalmart Stores Inc.Age: 53Hometown: Kansas City, Mo.Alma mater: William Jewell CollegeCompany rank in Fortune 500: 1Employees: 2 millionRevenues: $421.8 billion

What she’s up to: The highest ranking woman at Walmart Stores, Chambers is responsible for managing, at-

tracting and retaining the nation’s larg-est private workforce. She was behind the development of a global diversity and inclusion strategy that focuses on four key areas: employees, external stakeholder management and commu-nity involvement, supplier diversity and

multicultural marketing. The plan is to integrate diversity and inclusion into every aspect of the business.

Road map to success: One constant of her success, Chambers reports, has been her willingness to take on anything that needs to be changed or done, no matter how unglamorous. “I don’t think there’s any magic formula,” she stated. “Just hard work and an openness to change.”

Bet you didn’t know: They say she’s a sucker for puppies.A word on women: “We’re not saturated [with women

leaders] by any means.”

Cathy Green BurnsPresidentFood Lion familyAge: 44Currently resides: Davidson, N.C.Alma mater: University of MaineCompany rank in Fortune Global 500: 291* Employees: 62,500Revenues: $18.8 billion (Delhaize’s total U.S. operations)

What she’s up to: Under Green Burns’ leadership, Food Lion is launching a new Food Lion strategy to make sure the company delivers simplicity and quality for everything a family needs at leading prices.

Road map to success: Green Burns’ keys for success are twofold. At work, she always keeps customers’ needs and expectations a top priority. In life, she has found that associ-ates contribute more to the organization when work, self and family are in balance.

Bet you didn’t know: When she was 14, she started her own lawn-mowing business, Clippings by Cathy, Lawns Mowed & Clipped. “I learned then how the customer experience was paramount. I’d surprise some of my cus-tomers by planting a flower or doing something special that differentiated me from the other people who mowed lawns,” she said in the Network ’s 2008 book The NEW Woman Rules: More Than 50 Trailblazers Share Their Wisdom.

A word on women: “Women are an integral part of our business and make up more than 70 percent of our customer base and more than 50 percent of our associates. It is our responsibility to fully leverage the insights and knowledge of women in our organization to better serve our customers.”*Food Lion has more than 1,200 grocery stores and is owned by Belgium-based Delhaize Group.


Melanie HealeyGroup President, North AmericaProcter & Gamble Co.Age: 50Hometown: Rio de Janeiro, BrazilAlma mater: University of Richmond, Va.Company rank in Fortune 500: 26Employees: 127,000Revenues: $78.9 billion

What she’s up to: Despite the economy, innovation re-mains a top priority for Procter & Gamble. Under Healey’s leadership in North America, P&G launched three of the 10 most successful new products of 2010 as ranked by the New Product Pacesetters list. Crest 3D White earned the top non-food spot. Olay Professional Pro-X and Scope Outlast also made the top ranking.

Road map to success: Healey cites the opportunity to have gained ex-perience in several different types of developmental assignments, allowing her to tackle start-ups, turnarounds, launching new brands, managing crises and learning to lead in a culture dif-

ferent from one’s own. She often speaks about stretching beyond a comfort zone and elevating one’s learning curve on a frequent basis.

Bet you didn’t know: Healey considers her biggest claim to fame beating Warren Buffett at bridge.

On balancing work and personal life: She says she couldn’t do it without the unwavering support of her husband, Bruce, father to their teenage son and daughter. But she believes the true measure of work/life balance is if you are happy and healthy — if not, it’s time to revisit the choices you made. Healey considers this a continuum and an ongoing commitment to yourself and those around you.

A word on women: “Women are smart, on the ball and have incredible capacity and drive. There is no reason why we can’t be successful in every field. I’d like to see a critical mass of women in all of the top positions of leadership sooner rather than later.”

Andrea JungChairman and CEOAvon ProductsAge: 52Hometown: Wellesley, Mass.Alma mater: Princeton UniversityCompany rank in Fortune 500: 226Employees: 42,000Revenues: $10.8 billion

What she’s up to: Under Jung’s leadership, Avon this year launched its yearlong 125th anniversary celebration with a singing and songwriting talent search across the globe. Although the company has always been more directed toward female customers, Avon’s line of male products continues to expand and its children’s products (such as shampoos and toys) have also proved to be a recent success.

Road map to success: Jung frequently speaks to college students and professionals about the personal ethos that continually guides her: integrity, humility, courage and pride. She often attributes her success to her upbringing as a traditional Chinese daughter. She believes life is not about working, but making a difference.

Bet you didn’t know: She took piano lessons as a child and well into adulthood. She loves playing Mozart and Beethoven.

On balancing work and personal life: She told an audience that she once passed up an opportunity to attend a meeting with President George W. Bush to be with her daughter, who was leaving for her first sleep-away camp the same evening. She said President Bush probably would not remember who she was, but her daughter would always remember that her mother passed up a meeting with the president for her.

A word on women: “The biggest emerging market in the world isn’t a country. It’s women.”


10 power women

Denise MorrisonCEOCampbell Soup CompanyAge: 57Hometown: Elberon, N.J.Alma mater: Boston CollegeCompany rank in Fortune 500: 312Employees: 18,400Revenues: $7.7 billion

What she’s up to: Morrison has simultaneously market-ed soup as an affordable meal for cash-strapped shoppers and lowered sodium with great taste to attract the health-conscious consumer. “The leadership in sodium reduction enabled us to have a conversation with consumers about the positives associated with our brands,” she said. Also in

the pipeline is the new Campbell’s Slow Kettle brand, a premium soup targeted to younger consumers that will be of-fered in contemporary packaging. A new variety of Campbell’s tomato soup, Harvest Orange Tomato, did well in test markets and is poised for a rollout.

Beverage innovation includes V8 V-Fusion and V8 energy shots made from vegetables and a highly concentrated green tea.

Road map to success: You can’t just let your career happen, Morrison says, you have to be strategic in how you define your leadership journey. She points to mentors as a pivotal ingredient to success. She met her most important mentor, Douglas R. Conant, when she was working at Nestlé in Bakersfield, Calif.

A word about women: “I am a firm believer that net-working is working. To me, this is an important concept for women to grasp, so they can build key relationships and expand their professional contacts to advance their career.”

Bet you didn’t know: Morrison was a fire baton twirler in high school. Instead of discouraging Denise, her mother would sit in the stands with a blanket just in case she needed to put out any flames.

Winning with women: Morrison was an integral player in helping shape Campbell’s women’s initiatives. She was one of the co-founders of the Women of Campbell net-work and continues to mentor several women across the organization. Campbell received the 2010 Catalyst award for its success in advancing women to leadership roles.

Indra NooyiChairman and CEOPepsiCoAge: 55Currently resides: Greenwich, Conn.Alma mater: Madras Christian College; Indian Institute of Management, Calcutta; Yale UniversityCompany rank in Fortune 500: 43Employees: nearly 300,000Revenues: approximately $60 billion

What she’s up to: When Indra became PepsiCo’s CEO, she introduced “Performance with Purpose,” the com-pany’s strategic mission focused on de-livering sustainable growth by investing in a healthier future for people and the planet. Under her leadership, the com-pany has become the largest food and beverage business in North America and the second largest in the world with 19 global brands that each generated $1 billion or more in 2010 in annual retail sales. Last year she announced the goal of growing the company’s nutrition business from $10 billion in 2010 to $30 billion by 2020.

Road map to success: Nooyi cites the “five Cs” of suc-cess — competency, confidence, communication, commit-ment and coaching.

On balancing work and personal life: “You need to build a supportive ecosystem with your family, defining ‘family’ any way you want.”

In her words: “Our diversity makes PepsiCo stronger in the most direct sense. We are a global company, serving millions of people around the world with different tastes and preferences. Being as diverse as our consumer base means we can understand, first hand, what our consumers want. So when I see men and women of different ages, nationalities, cultures and languages all working together for PepsiCo, I realize that what we have is priceless. And in order to grow as a company, we need more of it.”

Bet you didn’t know: She loves to sing and was in an all-girl rock band in high school, is a big baseball fan and reads an occasional romance novel in addition to business books.


Sources: Fortune 500 rankings and revenue figures are based on Fortune 500 2011 and Global Fortune 500 2010 lists. Additional sources: amazon.com, americandiversityreport.com, avon-products.com, bakingbusiness.com, bc.edu, bjs.com, blackenterprise.com, blackgivesback.com, businesstoday.org, boston.com, businessweek.com, campbellsoupcompany.com, career-womaninc.com, celebratearkansasmagazine.com, cnn.com, execdigital.com, famousquotes.com, foodlion.com, forbes.com, foxbusiness.com, icanomaha.org, just-food.com, knowledge.

wharton.upenn.edu, kraftfoodscompany.com, money.cnn.com, mountainlakesinternational.com, news.cornell.edu, notablebiographies.com, nytimes.com, pepsico.com, pg.com, progres-sivegrocer.com, referenceforbusiness.com, slideshare.net, spelman.edu, supermarketnews.com, telegraph.co.uk, thecocacolacompany.com, thinkup.waldenu.edu, walmartstores.com, walmartwatch.org, thecocacolacompany.com, womenetics.com.

Irene RosenfeldChairman and CEOKraft FoodsAge: 58Hometown: ChicagoAlma mater: Cornell UniversityCompany rank in Fortune 500: 53Employees: 127,000Revenues: $49.2 billion

What she’s up to: After acquiring Cadbury last year, Kraft, under Rosenfeld’s leadership, is bracing for higher commodity costs but leaning on advertising and innova-tion to boost sales. The company is in the process of boost-ing its marketing and advertising budget in North America and will introduce more TV advertising campaigns for brands like Miracle Whip and Planters.

Road map to success: Utilizing the theory that “it’s far more impressive when others discover your good qualities without your help,” Rosenfeld developed what she calls “Six Tips to the Top” that have worked well for her career for the last 30 years: Make a difference and push the envelope; take risks; seek out mentors; surround your-

self with good people and take care of them; ask for what you want; and practice the Golden Rule.

Bet you didn’t know: Rosenfeld is an avid Rollerblader. The sports fan helped Chicago’s impassioned but unsuc-cessful bid for the 2016 Summer Olympics.

On balancing work and personal life: Rosenfeld believes it’s important to avoid regret by zeroing in on the events in which you need to participate and balance this against what is necessary for your personal life. She spoke of a time when her mother was dying and she was where she needed to be. “I have no regrets,” she said.

A word on women: “Women don’t have to be ‘mini-men.’ We have the opportunity to be role models and mentor others. Hang in there; we can help to reshape the environment on the job and outside.”

Laura SenCEOBJ’s Wholesale ClubAge: 54Hometown: Wakefield, Mass.Alma mater: Boston CollegeCompany rank in Fortune 500: 221Employees: 24,000Revenues: $11 billion

What she’s up to: BJ’s started the year off by closing five stores, slash-ing nearly 500 jobs and reorganizing senior management. Sen says the man-agement team has been working for months on a strategic plan to optimize the chain’s performance and build for its future. In February, BJ’s hired Morgan Stanley & Co. as financial advisor and put itself in play. At press time, a joint bid from private-equity firm Leonard Green & Partners and CVC Capital Partners was being considered.

Road map to success: “Try, try again” is Sen’s success strategy. In 2001, she was passed up as CEO and was asked to leave BJ’s. She consulted for nearly four years, then, with new management in place, came back to BJ’s as executive vice president. A year later, she was president and COO; by early 2009, she was CEO.

Bet you didn’t know: Her favorite hobby is solving cross-word puzzles. Eleanor Roosevelt is her heroine.


10 megatrends

Get ready for the next big thingsThe industry has changed a lot in the past 10 years — wait till you see what the next decade has in store

The dizzying changes of the next 10 years will make the rapid transformations of the last decade seem positively sedate. Young workers insist on working in ways they find personally

satisfying. Employees come from all corners of the globe and bring a dazzling variety of experiences and worldviews. Consumers are more focused on quality of life — from the wholesomeness of the food they eat and the corporate citizenship of the companies that sell it, to the way they plan their careers and spend time with family and friends.

These and other demands — global competition, changing technology and morphing demographics, to name a few — present a challenge to today’s business leaders, who must nurture a new breed of employee, market to a new breed of diverse consumers and return a profit to shareholders in a volatile, uncertain, complex and ambiguous world. No one said it was going to be easy.


The age waveBoomers meet Millennials

The demographic shift in the country is transforming the way we live — and the way we work. Compa-nies are putting more effort into un-

derstanding who we work with and how we work with them.

One issue: Hiring managers who believe

top salaries lead to greater job satisfac-tion may not be pegging their youngest associates correctly. Young profession-als ages 21 to 31 “believe doing work that is personally meaningful to them and achieving a sense of accomplish-ment are just as important as earning a high salary for a successful career,” according to “The Future of Millen-nial Careers” recently released by the Career Advisory Board for DeVry University.

Many Millennials are used to get-ting what they want. Even in a down economy, Millennia ls are picky about entry-level jobs and often opt for travel or grad school rather than settle for less. Bottom line for employers: Realize Millennials are not going to fundamentally change. To attract and keep the best and the brightest, show Millennials why you should be their number-one choice, noted Lynne C. Lancaster and David Stillman, authors of When Genera-tions Collide.

As for marketing to Millennials, they are a brand-averse generation rewriting the rules of marketing, ac-cording to the Hartman Group. There is no set of rules for selling this group; marketers must try to get inside Mil-lennials’ heads and start charting a new path. Some advice: Get out and shop the way they shop.

Meanwhile, companies must find ways to continue to tap into the exper-tise of Boomers as emerging leaders

look to take their places and avoid brain drain as their most experienced leaders retire.

Just as tough might be figuring out how to market to Boomers. The generation born between 1946 and 1964 are not old and will never think of themselves as old. Not surprisingly, they dislike the term “aging Boomers” and they tend to go for brands that express their personalities, particu-larly in the categories of technology, fashion and personal care items. The youthful need for self-expression is one trait Boomers share with younger Generation Xers and Millennials.

Heads up: Wealthy Boomer wom-en are the “marquee players” in our country’s culture and commerce. “They are educated, have a high in-come and make 95 percent of the pur-chase decisions for their households,” said Karen Vogel, president of New Generation Event Solutions.

The new consumerMarketing to a changing mosaic

The “general market” has dis-appeared. The cpg/retail industry must continue to address the growing importance of the Asian, Hispanic,

African-American and other ethnic and cul-tural markets.

Business leaders will need to become

much more culturally competent, learning, for instance, new social mo-res regarding the acceptable portrayal of women or male-female relation-ships in various cultures; developing expertise in the increasingly “out” and mainstreamed lesbian, gay, bisexual and transgendered market; and tak-ing more seriously consumers in the $170 billion-a-year Muslim-American market, who feel ignored by main-stream brands.

Going forward, more business

plans will incorporate digital strate-gies as greater numbers of members of ethnic groups, in particular African Americans and Hispanics, go online and access digital outlets through smart phones. Opportunities to reach them with optimized messaging will skyrocket.

One example of forward-thinking marketing: Procter & Gamble’s web-site, www.myblackisbeautiful.com, hosted by African-American women, “a celebration of African-American beauty in all of its manifestations.” The campaign, demonstrating P&G’s commitment to connect with Afri-can-American women, includes the website, a national television show on BET Networks, a multicity tour and a discussion guide to enable women to host their own conversations about the ways African-American beauty is reflected in popular media.

Food safety and organicsMake mine healthy

Distrust between the food industry and consumers is growing — putting greater em-phasis on food safety and fueling the rocketing sales of or-ganic products.

Not only is food safety growing in importance, it is becoming remark-ably more complicated. The recent boom in eating out has made the food chain longer and more complex, expanding the challenges found in every link of the chain, according to Robert Parrish, SGS-Geneva Consumer Testing Services. Adding to the supply-side challenge is the growing consumer trend of buying ingredients rather than prepared and heavily processed food. What’s more, globalization and suppliers selling to multiple buyers will increase the likelihood of multiple food safety


10 megatrends

standards, further complicating the scenario.

Consumer demand has launched organic product sales, which grew at a rate of nearly 8 percent in 2010, bucking the “flat is the new growth” trend in many other segments of the economy, according to the Organic Trade Association. Last year, sales in the organic market grew more than $28.6 billion. One success story: Organic pet food sales are on track to grow three times faster than sales of conventional dog food through 2015, according to industry analyst David Lummis.

Virtual realityConnecting with consumers

Retailers and consumer products marketers must adjust to a world where customers can do their banking, rent a car, check airline flight status, scan bar codes to comparison shop, read user reviews and more through their smart-phones, tablets and other mobile devices.

F a c e b o o k a n d Twitter strategies are already must-haves for cpg/retail businesses, and companies will have to gear digital outreach not only to laptops but also customers’ mobile devices.

Customers will wield even greater power as social media and mobile tech-nology evolve. They already expect to connect with company employees as experts who can help them, according to Forrester Research. The challenge for executives and managers will be to figure out how to give those employees the freedom to respond to customers creatively and productively through social media or mobile devices without compromising company security.

The cpg/retail industry also must work to remove as many speed bumps as possible from online sites, mak-

ing registering and logging in as hassle-free as possible. As customers reach out, companies will have to respond quickly. If even a few hours lapse before a customer hears back, she’ll likely move on or disengage completely.

Workforce diversityProfiting from your changing workforce

An abundance of research sup-ports a focus on diversity and inclu-sion as a catalyst for greater productivity and competitive ad-vantages. Managers should not just toler-ate differences among employees, they must recognize the value of differences, combat discrimination, promote inclusiveness and harvest the benefits of diverse decision making.

Among the skills that leaders must have to transform a workplace are an understanding and acceptance of managing diversity concepts, recogni-tion that diversity is threaded through every aspect of management, self-awareness of cultural biases and the willingness to challenge institutional barriers to inclusion.

Employee resource groups for women or people of the same culture, ethnicity or other common back-ground will continue to evolve into business resource groups, as savvy companies tap into a diverse work-force’s experiences to develop new products and marketing strategies.

Women leadersExpanding the potential

As cpg/retail companies realize the competitive advantage of having women in leadership roles, both wom-en and men will reap new benefits and face familiar challenges.

Women bring fresh perspectives to an industry in which women make

the great majority of buying decisions, including 93 percent of food pur-chases, according to Too Busy to Shop: Marketing to Multi-Minding Women.

Companies who want to advance women to leadership roles must look at their use of mentors and sponsors, according to a recent Catalyst study. Men with mentors are promoted more and compensated at a higher rate, while women with mentors are far less likely to be promoted or paid more as a result of being mentored. Sponsors — mentors who advocate for promo-tions and high-profile development opportunities — could help narrow the gender leadership gap.

Even so, women will need to learn new skills as they manage a new work-place dynamic. For instance, one of wom-en’s greatest qualities, relationship building, may be a liability in some work environments. “Our natural relationship-building strength means we tend to want to please and be liked, which results in playing it safe,” says Rebecca Hourston, director of programs, Aspire. Playing it safe won’t raise a woman’s work profile or that of her company.

One area in which women in leadership roles can make real changes is work/family balance, an issue that continues to challenge women. Still, because women expect female bosses and employers to be more sensitive to-ward this struggle, women executives must be realistic about what the busi-ness can support and not overpromise, according to Nan Mooney of Inc. magazine.

GlobalizationGreat customers, tough competitors

Globalization will take on a more “non-Western” face by the year 2020, according to the National Intelligence


Council. Most of the increase in world population and consumer demand through 2020 will take place in devel-oping nations, especially China, India and Indonesia, and multinational com-panies from today’s advanced nations must adapt their profiles and business practices to the demands of these cultures, according to the NIC.

There are, however, many poten-tial pitfalls to bringing products and services to overseas markets. These include culturally insensitive market-ing; ignorance of local preferences in product size, packaging and pricing; and differences in tastes and flavors.

Smart organizations are retaining their best Western business practices while working with local managers or regional partners to ensure success. They are being good world citizens by respecting the cultural, workplace and business traditions of the foreign markets where they do business.

While U.S.-based corporations continue to expand abroad, foreign competitors will continue to compete here. It is worth noting that of the top five retailers in the world, only one — Walmart — is based in the United States. Increasingly tough competi-tion from foreign manufacturers and retailers will squeeze domestic companies at home and abroad.

Corporate citizenshipBeyond community relations

Money makes the world go around, but employers today are finding they have to care about more than

just profits if they want to keep their investors, their customers and their employees happy.

Thirty percent of employers sur-veyed by the Center for Corporate

Citizenship at Boston College said good corporate citizenship helps them recruit and retain good employees.

Good corporate citizenship — maintaining high ethical standards, decreasing the negative effects a com-pany has on the environment and giving back to the community — is not the same thing as corporate social responsibility. Corporate citizenship is about how a company expresses its val-ues and role in society. Corporate social responsibility is what society expects of business, according to Stephen Jordan, Business Civic Leadership Center.

Expect other cpg companies to take a lesson from PepsiCo, which has given away millions of dollars to worthy projects through its Pepsi Refresh Project. A website, www.refresheverything.com, allows users to propose an idea for funding, vote for their favorite ideas, post inspiring stories and join discussions with like-minded folks.

SustainabilityHow green is your valley?

Business leaders with a real passion for sustainability see beyond government regulation and the en-vironment. They see a different kind of green and consider sustainability an integral part of value creation, ac-cording to findings by The Boston Consulting Group.

Sustainability plans will take a larger role in companies’ long-term strategies as competitive advantage and profits become linked to eco-friendly opportunities. More resources will be put toward reducing environmental footprint and costs, taking advantage of renewable energy developments, meeting the needs of green consumers and reconfiguring organizations to succeed in a time when sustainability

equals survivability.Companies will spend more time

and capital measuring how much trash is produced each year and the percentage that gets recycled, how much water is consumed annu-ally and other metrics. The challenge, however, will be balancing sustain-ability with growth, profits and risk to operations and reputation.

Consolidation and convergenceMerging companies, blurring channels

Separate channels for food, drug and other categories have been fading fast — and might be gone for good. From the shopper’s standpoint, brick-and-mortar stores, e-com-merce, social media and mobile blend to create a new retail reality.

While retailers often view their channels as separate entities, shoppers will increasingly perceive them as one, rarely distinguishing between a retailer’s multiple channels. Instead, they perceive the shopping experience as an “intra-channel blur,” according to Lynn Gonsior of Interbrand.

To compete, retailers must provide the holistic multichannel experience that shoppers expect. For example, retailers offering customers online purchases must provide for an in-store pick-up option, according to Gonsior.

Retailers will have to maintain or build their core strengths and protect their brand positioning, and at the same time offer more value, convenience and service. It will be a tough balancing act, but “embrac-ing complexity — or even, at times, paradox — is a must,” retail designer Joseph Bona told Chain Store Age. nSources: blackenterprise.com, blogs.imediaconnection.com, businessweek.com, catalyst.org, Deloitte, develop-mentinstitute.org, ehow.com, goodcorporatecitizen.com, hartman-group.com, inc.com, latimes.com, multicultural.com, nypost.com, organicnewsroom.com, thecmosite.com, ucsf.edu, smallbiztrends.com, womensmedia.com.


10 things you can do

How to advance women, build diversity and grow your businessOur workforces are more diverse than our leadership. Changing that is difficult — but the rewards are great.

1 Start at the top. Studies show that management diversity is critical

to success; experience shows that the commitment of a firm’s senior leaders is critical to achieving it. And while CEO and c-suite commitment is key, it’s just the beginning.

2 Think outside the box. Diversity is not just a matter of gender and

race, but factors like age, ethnicity, language, education, experience, cul-ture and sexual orientation. The more your decision makers look like your customers, the more insights, affinity and sales you’ll get.

3 Embed diversity into your corpo-rate DNA. To be successful, di-

versity should be owned by everyone, not just senior management and HR. It needs to be embedded into every process and program, from compen-sation schemes to product develop-ment. (Learn more at the NEW CPG Retail Diversity Forum, next spring in Chicago.)

4 Don’t stop at diversity. The real rewards of diversity are depen-

dent on the inclusion of diverse ideas in your decision making. To achieve both diversity and inclusion, you need a corporate culture that values every voice and understands that good ideas can come from anywhere.

5 Nurture talent. Fast-track high-potential female and diverse

managers and give them career paths to follow. Promote their development through individual career plans that

include internal training and external education. (The Network hosts three national conferences and more than 30 regional events each year.)

6 Rethink work. Organizations need to meet the diverse needs

of its employees if they expect to keep them motivated and productive. Most important, organizations must end the invisible penalties too often attached to family leave, career off-ramps and other work/life options.

7 Mentor. Managers without men-tors or sponsors don’t climb far up

the corporate ladder. Partner emerg-ing leaders with senior executives in one-on-one mentoring relationships and encourage them to take advan-tage of external mentoring oppor-tunities. (Many of the Network’s 17 regions have mentoring programs.)

8 Turn your ERGs to BRGs. Turn employee resource groups into

business resource groups that provide multicultural insights and product innovation. You’ll increase productiv-ity, retention and, most important, diversity in decision making.

9 Benchmark. Measure diversity efforts against past performance

— and your competition — and use this knowledge to compete.

10 Network. Give high-potential employees visibility inside

your firm and throughout the indus-try. The Network of Executive Wom-en is a great place to start. We are

nearly 4,000 consumer products and retail executives, 17 regional groups and 72 national sponsors working together to create a more diverse, vibrant consumer products and retail industry. Our members — 1 in 12 of them men — range from associates to CEOs and represent every retail chan-nel and product category. n

Let’s work togetherThe Network of Executive Women is

a unique membership organization

designed to advance your career

and build your business. Members

get an array of benefits, including

national conferences, webinars,

diversity best practices, research

and online collaboration and

networking tools. Find out how you

can change your industry, yourself

and your organization today.

NEW Leadership Summit 2011

September 19-20, Orlando

newonline.org/summit

NEW regional events

newonline.org/events

Network membership

newonline.org/join

News and alerts

newnewsletter.org/subscribe

Follow us

facebook.com/newnational

twitter.com/newnational

newonline.org/linkedin

newonline.org


Mike GorshePartner, Consumer Products and Services PracticeAccenture

Cathy SmithChief Financial OfficerWalmart International

Jerry WilsonSVP, Chief Customer and Commercial Officer The Coca-Cola Company

Steve Knox Former CEO, P&G Tremor

and many more

Maddy DychtwaldHow women’s economicpower will change the world

Keynote speakers

Alison LevineFrom Goldman Sachsto Mount Everest

Featured speakers

Join us on the red carpetAwards ceremony, dinner and afterparty honoring the Network’s first-ever Diversity Hall of Fame inductees (read their stories on pages 8-12).

Monday, September 19, 6:30 pm

G et ready for the next 10 years of change at the Network’s 10th anniversary NEW Leadership Summit,September 19-20 in Orlando.

Prepare alongside nearly a thousand cpg/retail executives andemerging leaders – men and women –as you explore new opportunities inyour career, work and life.

You’ll hear how women’s buyingpower will transform our industry fromMaddy Dychtwald, author and authority on women’s influence.And you’ll be inspired by climber Alison Levine, who’ll tell youwhat it’s like to lead a team – at 28,000 feet.

Choose from 12 breakout sessions, including motivatingyour team, building better trading partner relationships, managing “brand you,” leveraging social media and more.

Take two days and prepare for the next decade. Join the Network online at newonline.org/join for just $200 per year,then register for the Summit at newonline.org/summit.

September 19-20 | OrlandoBuena Vista Palace Hotel and Spa

Plus

NEW Leadership Academybonus pre-event workshops

12 breakout sessionson work, life and leadership

Corporate Athlete® optional half-day Align body, mind and spirit September 21

Unrivaled networkingDiversity Hall of Fame dinner and afterparty, Summit luncheon, breakfast and breaks

registernow

newonline.org

Follow usfacebook.com/newnationaltwitter.com/newnationalnewonline.org/linkedinnewnewsletter.org/subscribenewonline.org

for our full agenda and registration visitnewonline.org/summit

new_nalssummitad11C_Layout 1 6/23/11 7:39 AM Page 1

And the winners are...Agree or disagree with our rankings? Vote for your favorites at newonline.org/greatest

Women’s anthems“I Am Woman” is the obvious answer, but no one beats the Queen of Soul. 1. Respect Aretha Franklin, 1968 2. I Am Woman

Helen Reddy, 1972 3. Independent Women

Destiny’s Child, 2001 4. Ain’t Nobody’s Business If

I Do Bessie Smith, 1923 5. I Will Survive Gloria Gaynor, 1979 6. I’m A Woman Peggy Lee, 1962 7. Girls Just Want to Have Fun Cyndi Lauper, 1982 8. These Boots Are Made for Walking Nancy Sinatra, 1966 9. Man! I Feel Like A Woman Shania Twain, 199710. Superwoman Alicia Keyes, 2007

Chick flicksJulia Robert’s Erin Brockovich is smart, sexy and tough as nails. 1. Erin Brockovich, 2000 2. Beaches, 1988 3. Thelma & Louise, 1991 4. His Girl Friday, 1940 5. Julia, 1977 6. Norma Rae, 1979 7. Dirty Dancing, 1987 8. Steel Magnolias, 1989 9. Waiting to Exhale, 1995 10. Terms of Endearment, 1983

Moments women cheeredIt was “game over” when Billie Jean King trounced Bobby Riggs. 1. Billie Jean King defeats Bobby Riggs in

the “Battle of the Sexes,” 1973. 2. Amelia Earhart makes solo transatlantic flight, 1932. 3. Title IX outlaws gender discrimination

in education programs receiving Federal funds, 1972. 4. The Washington Post’s Katharine Graham

becomes first CEO of Fortune 500 company, 1972. 5. Sandra Day O’Connor dons robes

of U.S. Supreme Court justice, 1981. 6. Sally Ride orbits the earth, 1983. 7. Bonnie Blair wins fifth Olympic gold medal

in Lillehammer, Norway, 1994. 8. Geraldine Ferraro gets Democratic Party’s

nod for VP, 1984. 9. “The Hurt Locker” helmer Kathryn Bigelow

beats ex-husband James Cameron to win Academy Award, 2010.

10. Victor Mills develops Pampers for Procter & Gamble, 1961.

10 greatest

Buzz makersWhen it comes to generating buzz, Oprah is the all-time champ.

1. Hua Mulan

2. Joan of Arc

3. Harriet Tubman

4. Queen Elizabeth I

5. Sacagawea

6. Rosa Parks

7. Cleopatra

8. Marie Curie

9. Jane Goodall

10. Florence Nightingale

Tough cookiesForget the Disney version, legendary warrior Mulan kicked it for real.

1. Oprah Winfrey

2. Lady Gaga

3. Sarah Palin

4. Beyoncé Knowles

5. Arianna Huffington

6. Kate Middleton

7. Ellen DeGeneres

8. Angelina Jolie

9. Anna Wintour

10. Madonna

Kathryn Bigelow beat ex-husband James Cameron for best director.


www.pepsico.com

At PepsiCo, Performance with Purpose means delivering sustainable growth by investing in a healthier future for people and our planet. We will continue to build a portfolio of

enjoyable and healthier foods and beverages, �nd innovative ways to reduce the use of energy, water and packaging, and provide a great workplace for our associates.

Because a healthier future for all people and our planet means a more successful future for PepsiCo.

Kraft Foods is proud to be an equal opportunity employer. For information about employment opportunitieswith Kraft Foods, please visit www.kraftfoodscompany.com/careers

Leaders in ExcellenceKraft Foods congratulates the Network of Executive Women on10 years of excellence in advancing women within our industry

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CPG Retail Diversity

Documents

power women

new products

production dept

gender diversity

consumer products

creative dept

ceojoan tothten years

retail industry