Now look at the internal imperatives. Sales of mature product categories have achieved levels of penetration that may not allow high growth. So think of new opportunities and create needed capabilities. At the same time, answer the growth prospects of people. Considering the short time in which Levers attained the size that it has, attracting the best talent has become far from easy.
Prospects shrug at the thought of rising up the ladder over an extended time period.
So, try opening up channels of growth and assigning power to employees at all levels. Some feel that the process-centric culture that big size represents comes in the way of innovation and experimentation. Dadiseth had to move quickly to address that, in order to attract and nurture the best talent. Which is why Dadiseth's captaincy in these times is more than crucial. And he's leading from the front.