Organizational Culture

Will spin-offs redefine FMCG success, or is consolidation the real endgame? We've been speaking with many CMOs about this over the last two quarters. However, first, here is a snapshot and then a breakdown of recent moves. In 2023, 12 companies owned 500+ consumer brands. In the last two years (2023-2025), we've seen a wave of major spin-offs and divestitures as brands streamline portfolios to focus on core strengths, adapt to inflation, and chase high-growth areas like health & wellness. Johnson & Johnson spun off its consumer health business into Kenvue (2023): Valued at $42 billion, separating OTC brands like Tylenol to sharpen pharma focus. Unilever announced spin-off of its ice cream division (2024): Including Ben & Jerry's and Magnum, aiming for a standalone entity to accelerate growth in premium segments. Hello, The Magnum Ice Cream Company! Kellogg Company split into Kellanova (snacks) and WK Kellogg Co (cereals) (2023): Unlocking value with Kellanova up 43.7% post-split, focusing on snacking trends. Sanofi spun out and sold its consumer healthcare unit (Opella) to CD&R (2024): A $16 billion+ deal for brands like Dulcolax, shifting emphasis to biopharma. Nestlé to spin off its water brands into a standalone business (effective 2025): Brands like Perrier and San Pellegrino, enabling targeted sustainability and premium hydration strategies. Kimberly-Clark spun off international tissue products (e.g., Kleenex) into a $3B JV (2025): Selling majority stake to focus on North American core. Reckitt sold 70% its cleaning products unit to Advent for $4.8B (12/2025): Divesting many home care brands to streamline toward health and hygiene. Unilever divested 20+ slow-growth personal care brands (e.g., Q-tips) to Yellow Wood Partners (2023): A portfolio cleanup to fund acquisitions in high-margin areas. Henkel divested its North American retailer brands business (2025): Finalizing portfolio optimization for adhesives and beauty focus. 💡These aren't just transactions—they're strategic resets amid economic pressures and consumer evolution. Looking ahead, we predict FMCG giants will accelerate "focus-first" plays: more spin-offs of legacy categories (think staples vs. premium/functional foods), aggressive divestitures of underperformers, and reinvestments in AI-driven personalization, sustainability, and health tech integrations. By 2030, expect consolidated "pure-play" entities to dominate niches such as plant-based or personalized nutrition, while conglomerates slim down to achieve agility. What do you think—will spin-offs redefine FMCG success, or is consolidation the real endgame? 𝗧𝗼 𝗮𝗰𝗰𝗲𝘀𝘀 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗼𝗹𝗹𝗼𝘄 ecommert® 𝗮𝗻𝗱 𝗷𝗼𝗶𝗻 𝟭𝟰,𝟵𝟬𝟬+ 𝗖𝗣𝗚, 𝗿𝗲𝘁𝗮𝗶𝗹, 𝗮𝗻𝗱 𝗠𝗮𝗿𝗧𝗲𝗰𝗵 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝘄𝗵𝗼 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲𝗱 𝘁𝗼 𝗲𝗰𝗼𝗺𝗺𝗲𝗿𝘁® : 𝗖𝗣𝗚 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗚𝗿𝗼𝘄𝘁𝗵 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿. Image credit: Quartr, 2023 #FMCG #CPG #Strategy #Growth

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. P.S. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/dv7biXUs ♻️ Repost to help a leader in your network. Follow Eric Partaker for more operational insights. — 📢 Want to lead like a world-class CEO? Join my FREE TRAINING: "The 8 Qualities That Separate World-Class CEOs From Everyone Else" Thu Jul 3rd, 12 noon Eastern / 5pm UK time https://lnkd.in/dy-6w_rx 📌 The CEO Accelerator starts July 23rd. 20+ Founders & CEOs have already enrolled. Learn more and apply: https://lnkd.in/dwndXMAk

GET OUT OF YOUR TEAM’S WAY Managers, it’s time to stop treating employees like they need constant supervision. They shouldn’t have to apologise for having lives outside of work either. Trust your team to deliver, and you’ll create a positive, productive environment where everyone can thrive. Hiring the right people is just the beginning. The real magic happens when you trust and empower them. Trust means allowing your team the freedom to manage their work without hovering, showing that you respect them as capable adults who can balance both their professional and personal lives. This goes beyond just being flexible with time off. It’s about building a culture where people feel trusted to do their jobs in the way that works best for them - whether they’re in the office, working remotely, or handling personal matters during the day. The focus should be on outcomes, not micromanagement. Micromanaging stifles creativity and kills motivation. Trust, however, inspires people to do their best work. When you give your team ownership and the space to succeed, you’ll see them flourish. Here’s how to build that culture:
 * Hire the Right People: Ensure they have the skills and align with your company’s values.
 * Trust Your Team: Let them take ownership of their work, and resist the urge to micromanage.
 * Give Them Freedom: Allow them to make decisions and provide the tools they need.
 * Develop Strong Leaders: Train leaders to support their teams without controlling them.
 * Keep Communication Open: Foster an environment where people feel safe sharing ideas and feedback.
 * Celebrate Wins: Recognise achievements to keep motivation high.
 * Support Work-Life Balance: Encourage a healthy balance to enhance well-being and productivity. ♻️Neha K Puri

Should you try Google’s famous “20% time” experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas

Just in time for July 4th, we’re treated to some high-stakes corporate drama that even the writers of "Succession" would envy. Most terms in finance are dry and boring, except for a choice few—and one of my favorites is 'poison pill.' On June 9th, well-known activist fund Elliott Investment Management L.P., declared that it had acquired a ~11% stake in Southwest Airlines, revealing a $1.9B investment in the airline company. They noted poor performance and presented an ambitious turnaround plan to take the share price from $28 to $49, calling out policies like two free checked bags per flier, no assigned seating, and a single economy cabin as leaving money on the table. While some have welcomed the push, others worry that rolling back these distinctive policies will make Southwest lose all differentiation from its competitors. Southwest was suspiciously quiet for a few weeks before revealing today that it has put in place a 'poison pill', a defensive strategy used by a company's board of directors to stop unwanted takeover attempts.  Now, if Elliott tries to increase its stake beyond 12.5%, Southwest activates a plan that lets existing shareholders (everyone except Elliott) buy more shares at a 50% discount. This move dilutes Elliott’s ownership and makes their takeover bid way more expensive and less attractive. This tactic not only protects the company but also buys time for the board to either negotiate better terms or find a more suitable buyer. It’s a classic maneuver in corporate defense—a mix of strategy, timing, and a bit of financial jiu-jitsu. So, as you enjoy your 4th of July celebrations, remember that behind the scenes, the best fireworks are not just in the sky but also in boardrooms. Happy early 4th!

A few years ago, I was in a high stakes meeting with colleagues from Japan. I presented my points confidently, thinking I was making a great impression. But as I scanned the room, I saw blank expressions. No nods. No engagement. Just silence. I panicked. Had I said something wrong? Was my idea unconvincing? After the meeting, one of my Japanese colleagues pulled me aside and said, “Sumit, we really want to understand you, but you speak too fast.” That was my light bulb moment. For years, I assumed that mastering English and business communication was enough to build strong global relationships. But the real challenge wasn’t just the language - it was the rate of speech! Most of us don’t realize that speaking speed varies drastically across cultures. Here’s an eye-opener: ·      In India, we typically speak at 120–150 words per minute. ·      The global standard for clear communication is around 60–80 words per minute. ·      In Japan, where English is not the first language, this rate drops even further. So, what happens when we, as fast speakers, communicate with someone who is used to a much slower pace? Our words blur together. The listener struggles to process. And instead of making an impact, we create confusion. We often assume that if people don’t understand us, we need to repeat ourselves. But the truth is, we don’t need to repeat - we need to slow down, simplify, and pause. If you work in a multicultural environment, here are three things that can dramatically improve your communication: a.   Control your pace: Consciously slow down when speaking to an international audience. What feels “normal” to you might be too fast for them. b.   Use simple language: Smaller sentences. Easier words (vocabulary). c.    Pause & check for understanding: Don’t assume silence means agreement. Ask, “Does that make sense?” or “Would you like me to clarify anything?” I’ve seen professionals struggle in global roles - not because they lack expertise, but because they fail to adjust their communication style to their audience. I’ve also seen leaders who thrive across cultures, simply because they master the art of respectful, clear, and paced communication. If you want to succeed in a global workplace, rate of speech is not just a skill - it’s a strategy. Have you ever faced challenges due to differences in speaking speed? Let’s discuss. #GlobalCommunication #CrossCulturalLeadership #EffectiveCommunication #SoftSkills #CareerGrowth #WorkplaceSuccess #HR

Adaptive seating solutions for individuals with disabilities leverage a variety of technologies to enhance comfort, mobility, and overall well-being. Amazing innovation? Some of the technologies commonly incorporated into these solutions include: Pressure Redistribution Technology: Purpose: To prevent pressure sores and enhance comfort. Examples: Air-cell-based cushions, gel cushions, memory foam. Smart Fabrics and Materials: Purpose: Provide flexibility, support, and enhance durability. Examples: Fabrics with moisture-wicking properties, anti-microbial materials. Powered Mobility Devices: Purpose: Enhance independent mobility. Examples: Electric wheelchairs, motorized scooters. Positioning Technology: Purpose: Support proper posture and alignment. Examples: Customizable seating components, tilt and recline features. Sensors and IoT Connectivity: Purpose: Monitor user comfort, health, and usage patterns. Examples: Pressure sensors, temperature sensors, IoT-connected devices. Assistive Technology Integration: Purpose: Enhance user control and interaction. Examples: Switch interfaces, sip-and-puff controls, eye-gaze technology. Customizable and 3D Printing: Purpose: Tailor solutions to individual needs. Examples: 3D-printed components for personalized fittings. Power-Assist Technology: Purpose: Aid manual wheelchair users. Examples: Electric add-on devices for manual wheelchairs. Vibration and Massage Features: Purpose: Improve circulation and reduce muscle tension. Examples: Seating with built-in massage or vibration elements. Advanced Cushioning Systems: Purpose: Provide optimal support and pressure distribution. Examples: Air-cell-based systems with adjustable firmness. Remote Control and Apps: Purpose: Allow users to adjust settings and monitor usage. Examples: Smartphone apps for controlling powered devices. Ergonomic Design Principles: Purpose: Ensure comfort and accessibility. Examples: Contoured shapes, adjustable components. Biometric Feedback Systems: Purpose: Monitor physiological indicators for health. Examples: Heart rate monitors, biofeedback systems. #innovation #mobility

🧠 “How We Brainstorm And Choose UX Ideas” (+ Miro template) (https://lnkd.in/eN32hH2x), a practical guide by Booking.com on how to run a rapid UX ideation session with silent brainstorming and “How Might We” (HMW) statements — by clustering data points into themes, reframing each theme and then prioritizing impactful ideas. Shared by Evan Karageorgos, Tori Holmes, Alexandre Benitah. Booking.com UX Ideation Template (Miro) https://lnkd.in/eipdgPuC (password: bookingcom) 🚫 Ideas shouldn’t come from assumptions but UX research. ✅ Study past research and conduct a new study if needed. ✅ Cluster data in user needs, business goals, competitive insights. ✅ Best ideas emerge at the intersections of these 3 pillars. ✅ Cluster all data points into themes, prioritize with colors. ✅ Reframe each theme as a “How Might We” (HMW) statement. ✅ Start with the problems (or insights) you’ve uncovered. ✅ Focus on the desired outcomes, rather than symptoms. ✅ Collect and group ideas by relevance for every theme. ✅ Prioritize and visualize ideas with visuals and storytelling. Many brainstorming sessions are an avalanche of unstructured ideas, based on hunches and assumptions. Just like in design work we need constraints to be intentional in our decisions, we need at least some structure to mold realistic and viable ideas. I absolutely love the idea of frame the perspective through the lens of ideation clusters: user needs, business problems and insights. Reframing emerging themes as “How-Might-We”-statements is a neat way to help teams focus on a specific problem at hand and a desired outcome. A simple but very helpful approach — without too much rigidity but just enough structure to generate, prioritize and eventually visualize effective ideas with the entire team. Invite non-designers in the sessions as well, and I wouldn’t be surprised how much value a 2h session might deliver. Useful resources: The Rules of Productive Brainstorming, by Slava Shestopalov https://lnkd.in/eyYZjAz3 On “How Might We” Questions, by Maria Rosala, NN/g https://lnkd.in/ejDnmsRr Ideation for Everyday Design Challenges, by Aurora Harley, NN/g https://lnkd.in/emGtnMyy Brainstorming Exercises for Introverts, by Allison Press https://lnkd.in/eta6YsFJ How To Run Successful Product Design Workshops, by Gustavs Cirulis, Cindy Chang https://lnkd.in/eMtX-xwD 60 UX Strategy Methods And Activities (Figma Kit), by Merck https://lnkd.in/eCDU-vhR Useful Miro Templates For UX Designers, by yours truly https://lnkd.in/eQVxM_Nq #ux #design

When extremists come up with phrases like "your body my choice," they are hoping to normalize these kinds of threats, hate, and harrassment within public discourse. To stop this behavior, all of us need to become confident in our ability to reinforce healthy norms in our workplaces and communities. Here's what you need to know. 1. Norms are more powerful than rules. Norms are unspoken expectations for communication and behavior that are shared by members of a community; rules are codified expectations imposed on a community. If a community has normalized rowdy and unmoderated debates, a rule of "one person speaks at a time" will have no effect. 2. Norms that go unenforced are easy to change. If a person arrives ten minutes late to a meeting and nothing happens, what was once a norm of punctuality might quickly become a new norm of "all meetings start ten minutes late." But if that person immediately faces social and professional consequences for not being punctual, the norm of punctuality is strengthened instead. 3. Enforcing a norm requires individual status or collective power. If a coworker spreads harmful gossip, the disapproval of their colleague one desk over means little. The disapproval of the most highly respected employee in the office, or a large enough subset of their colleagues, sends a dramatically different message. 4. Enforcing a norm involves using status and power to make norm violations socially and professionally painful. Disinviting a violent and verbally abusive friend from future gatherings enforces a norm of safety among a friend group. Terminating a worker because of a workplace hate incident enforces a norm of inclusion among a workplace. Laughing (yes, laughing!) at an attempt to cut corners enforces a norm of quality among a team. 5. Strengthening a norm also involves valuing and incentivizing behavior aligned with it. Celebrating and promoting an employee who goes out of their way to help others strengthens the norm of collaboration. Telling positive stories about members of a community that stayed true to their ethical commitments, even in the face of hardship strengthens a norm of ethical behavior. Our workplace and community norms of mutual respect, safety, and inclusion are being challenged now and will likely continue to be challenged throughout the next several years. If we do not want our workplaces to become places where disrespect, fear, abuse, and exclusion are normal, than this is THE MOST important moment for us all to act. Not with stern finger-wagging or dismayed social media posts. Not with blue bracelets or attempts to assuage our own guilt. 💡 Our charge is to put everything we have into enforcing healthy norms. To quash norm violations by making them socially and professionally painful. To use our status and power to reward the behavior we want to see. To organize as a collective, rather than individuals, for the benefit of all of us. 💡 Let's get to work.

Could the resistance to #DEI be less about individuals and more about how our systems are built? I first explored this question in a paper for my Fielding Graduate University PhD course, Systems Approaches to Leadership, Organizations, and Society. The assignment, in short, was to “develop a detailed intervention plan that applies systems thinking to address a complex issue within an organization, business, or nonprofit of your choice.” I chose to focus on resistance to DEI in organizations. Because, I’m (we’re) living it! Being that this topic is so urgent and relevant, I didn’t want to leave it in the classroom. So I transformed my final paper it into a blog post for The Winters Group, Inc.'s The Inclusion Solution blog. In the post, I explore how DEI resistance often goes unrecognized because it’s not always loud (although, under the current administration, it certainly has been!). It’s quiet. It’s cultural. And most importantly, it’s systemic. Using tools like the iceberg model, I examine what’s really driving the stall in DEI progress—and offer 5 system-level strategies for interrupting it. 💭 I’d love to hear from you: What are some of the mental models you’ve seen or heard that quietly shape resistance to diversity, equity, and inclusion in your space? And what are the structural or cultural patterns that continue to hinder real change? Read the full post here: https://lnkd.in/eFZTqgYy