Developing a learning ecosystem to align behaviors with strategy
THE CLIENT: Sociedade Central de Cervejas e Bebidas (Heineken Company)
THE CHALLENGE
Making people’s development the key to company’s alignment and effectiveness.
THE RESULTS
Two development academies implemented, based on the 70:20:10 philosophy and hosted on an engaging online platform.
The beverage industry is central to the panorama of organizations and society. In Portugal, this sector represents 4% of the turnover of the country’s manufacturing industries. The Beer, Soft Drinks and Waters segments have a 48% share of this volume (BdP).
Sociedade Central de Cervejas e Bebidas (SCC) is a key player in this market. Sagres beer (the Company’s main brand) maintains its position as the best-selling beer brand in Portugal with a market share of 43% in 2017. This leadership is maintained, in a sustainable way, since October 2008.
But it is not just Sagres that incorporates the company’s brand portfolio. Part of Heineken Company since 2008, are many brands and products known to the Portuguese – Águas do Luso, Radler, Bohemia, Bandida do Pomar, Heineken itself, among others. Some have received recent recognition, such as Marca de Confiança (Reader’s Digest) and Monde Selection.
The company continues to grow in all products, with emphasis on a 6% sales increase to the national beer market in 2017. The strong commitment to Innovation as one of the organizational pillars, regarding products, marketing and people management contributes to that.
““This academy, in this format, created the conditions for people to implement the 70:20:10 model. We gave them the tools to develop in a structured way in the 70 and 20 aspects. Something that has always been part of our philosophy, but which requires solid methodologies to work.”
Ricardo Peres, ex-Director de Recursos Humanos, Sociedade Central de Cervejas e Bebidas
The strategic focus on human resources is essential for the company. SCC believes that “success is only possible with a winning team, made up of committed, dynamic, energetic, innovative, insightful, attentive and responsible people”. It aims to be the Best Company to Work for, in Portugal. SCC ambitions are to attract, develop and maintain the best talents in the company and to foster individual excellence as a lever for collective excellence.
A hint that SCC considers people as an essential element of its success is the fact that the Human Resources Director belongs to the organization’s Board of Directors. At SCC, concern for employees has a place at the table.
For some time, the company had been ‘brewing’ the need to make the investment in people more aligned with the organization’s strategy, with SCC and Heineken’s culture, and with the 70:20:10 learning philosophy.
Furthermore, it intended to create a common language for all sectors of the company, provide even more development resources to its employees and encourage greater self-responsibility and engagement with the professional evolution process. Development would need to be more agile, adjusted to individual needs and availabilities and quickly applicable on a day-to-day basis.
With these goals in mind, Sociedade Central de Cervejas decided in 2017 to create a Central Campus. An online ecosystem in which Academies from different strategic areas of the organization would coexist, which would complement the training plan and existing resources.
Consulting House is recognized as an expert in Corporate Academies in different capacities:
- as Strategic Partner, in the design of architecture, requirements and governance;
- as a Know-how Partner, in content development;
- and as a Delivery Partner, in training delivery.
We were challenged to contribute to the SCC Campus by developing two academies: the Self-Management Academy, aimed at all employees, and the Leadership Academy, for the Leadership Team.
Based on close cooperation between SCC and Consulting House, the operating model was defined, and the contents developed for both academies. These were developed to according to the 70:20:10 model.
The result of this work is the Self-Management Academy, which ensures that all employees act in line with the company’s cultural matrix (the Heineken Behaviors – expected behaviors and skills), in how they manage their work, make decisions and create relationships with stakeholders.
The Leadership Academy, in turn, promotes the ability of the organization’s leaders to be an example in leadership behaviors, as well as being effective team managers. It ensures employees and the business develop in a strategic manner, capable of generating results. It does so by making the Heineken Leadership Expectations actionable. These are the attitudes and competencies expected from the organization’s leaders.
Together, these two Academies ensure an alignment of SCC’s culture in all departments and business units, which is fundamental for the company’s effectiveness. Both are supported by an online platform, selected with the support of Consulting House. This tool enhances the participation and involvement of employees in development activities through: easy accessibility, usability and mobility; learning gamification processes; bringing together all these subjects in one space.
Ricardo Peres, Human Resources Director, says that “This academy, in this format, created the conditions for people to implement the 70:20:10 model. We gave them the tools to develop in a structured way in the 70 and 20 aspects. Something that has always been part of our philosophy, but which requires solid methodologies to work”.
This project made it possible to provide resources for a greater and more strategic development of employees in these two areas at SCC, but also to create a model that has proven to be fundamental for developing other academies and learning processes in the organization.