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The issue of too many KPIs can confuse the message. The three goals were split into seven pillars and 50 KPIs, which was further increased to nine pillars. The number of metrics to be met and the changing goals posts would increase the challenge for the Unilever team. The USLP is heavily reliant on consumers. The risk is not being able to influence the consumers sufficiently to change behavior in line with the USLP goals. It takes a long time for consumers as a group to change their behavior, which may be too long for Unilever to show a positive outcome. The risk is that Unilever is forced down another path before the benefits come to fruition.The size of the goal is very large, and the risk is that it is so large that it is not achievable. Consumers, employees, suppliers and shareholders may take a “wait and see” approach, further delaying potential improvements. Breaking the job down to small manageable steps would be required.Supply chain engagement, and more importantly, their capital investment is required to achieve these goals. Most of the initiatives required to make this step change require upfront investment, for example drip irrigation. Influencing the supply chain to make these kind of investments requires trust on both sides and a long term plan.“Ultimately, we will only succeed if we inspire billions of people around the world to take the small, everyday actions that add up to a big difference – actions that will enable us all to live more sustainably.”(Polman, 2011)Team 2| Global Business Consultants (GBC)3
Collins, J., & Porras, J. I. (1996). Building Your Company’s Vision. Harvard Business Review, September-October 19996. Gamble, P. (2018). Purpose, Values & Principles. Retrieved 2 April 2018, 2018, from Nestle. (2018). Our vision. Retrieved 2 April 2018, 2018, from Polman, P. (2011). Unilever Sustainable Living Plan: Small Actions, Big Difference. Unilever 2011. Unilever. (2018). Sustainable Living. Retrieved 02 April 2018, 2018, from Team 2| Global Business Consultants (GBC)4