PBNA associates –
I write to share some important changes that will be happening as we embark on a new chapter at PBNA.
Over the past few years, we’ve taken steps to reinforce our business, and our teams have shown immense grit and dedication. We set a bold vision to become the leading LRB growth driver in North America, and we’ve been intensely focused on accelerating growth and driving share gains.
Yet despite our best efforts, we’ve reached a pivotal moment, with ongoing market share losses and profit margins still trailing historical benchmarks.
To realize our vision, we must double down on building a best-in-class selling and operating organization, and to do that, we need to tackle some of the complexities and systems that have been holding us back from winning in the marketplace.
Beginning today, we’ll make strategic shifts and investments to realize our growth ambition and regain momentum. This transformation will involve organizational restructuring, evolved role design, redefined ways of working, and investment in areas that will accelerate our topline growth and market share performance.
I want to acknowledge that change can be difficult. This restructuring impacts a small percentage of roles, and we’re here to ensure that each individual affected receives our full support through this transition. I also want to emphasize that these changes are not about just cutting costs to temporarily inflate our bottom line; rather they are about fundamentally transforming the way we operate, so we can focus on better serving our customers and consumers.
Here are some of the key changes. To elevate our execution and maximize the focus of our sales organization, we’re simplifying and standardizing our field selling structure and the way we go to market. We’re going to create common roles, structures, processes and executional models. Within our Go-To-Market teams, we will segment work to unlock operational effectiveness as well as evolve current roles to drive selling excellence. Additionally, we will optimize our Warehouse and Supply Chain networks, so that we can better meet consumer demands while driving efficiencies within our system.
We’re also centralizing key processes within Commercial, Supply Chain and GTM to allow our Sector teams to focus on best-in-class strategies and process efficiencies, while our Division teams continue to focus on executional excellence.
This week, impacted teams and associates will learn more from local leaders and HR business partners on what these changes mean for their specific functions and teams. We’ll come together next week to share more details about the changes that have taken place.
I appreciate your resilience and focus as we navigate this moment together, and work collectively to realize our growth ambition.