J&J Flashcards
Johnson & Johnson Reports 2014 Fourth-Quarter and Full-Year Results:
- Rev +4,2%
- Profit up 18%
- qrt sales impacted by strong $
2014 Fourth-Quarter Sales of $18.3 Billion Decreased 0.6%; EPS was $0.89
2014 Full-Year Sales of $74.3 Billion Increased 4.2%; Full-Year EPS was $5.70
Excluding Special Items, 2014 Fourth-Quarter EPS was $1.27, an Increase of 2.4%*, and 2014 Full-Year EPS was $5.97, an Increase of 8.2%*
4th Qrt FY F14 results by BU
- Worldwide Consumer sales of $14.5 billion for the full-year 2014 represented a decrease of 1.4% versus the prior year, consisting of an operational increase of 1.0% and a negative impact from currency of 2.4%
- Worldwide Pharmaceutical sales of $32.3 billion for the full-year 2014 represented an increase of 14.9% versus the prior year with operational growth of 16.5% and a negative impact from currency of 1.6%. Domestic sales increased 25.0%; international sales increased 5.0%, which reflected an operational increase of 8.3% and a negative currency impact of 3.3%.
- Worldwide Medical Devices sales of $27.5 billion for the full-year 2014 represented a decrease of 3.4% versus the prior year consisting of an operational decrease of 1.6% and a negative currency impact of 1.8%. Domestic sales decreased 4.3%; international sales decreased 2.7%, which reflected an operational increase of 0.5% and a negative currency impact of 3.2%. Excluding the net impact of acquisitions and divestitures, on an operational basis, worldwide sales increased 1.6%, domestic sales decreased 0.6% and international sales increased 3.5%.* The divestiture of the Ortho-Clinical Diagnostics business was completed in June.
*
Role:
This position exists to identify opportunities and/or synergies across business partners, functions, geographies, or lines of business to provide the company with unique competitive advantage through technology and support the achievement of long-term business goals.
GDBS Director role Ru/EE/Turk
Challenging set of emerging markets
Sat on exec team for Ru/EE driving strategy and shared services response to achieve market mission.
Sat of Shared services Exec team for EMEA
Challenge: Navigate tension between shared service offerings and market needs
P: Russia ambitious growth targets. Previous Global tool (due to be replaced) was perceived as major failure. Next generation tool was perceived as over engineered and not meeting Russia specific requirements.
A: Performed analysis of alternative tools available. Ultimately identified (already being used in Poland) tool that better met market requirements at a lower cost. Aligned Global shared service organization to allow for cloud based solution to be implemented after the tool was checked and tested by E&A and Security and deemed safe.
R: Obtained funding approval and deployed new tool to growing sales team supporting a targeted revenue uplift of 6.5M Euro per year. à worth noting that the uplift to a big portion was driven by headcount increase in sales department and a more sophisticated RTC approach. The tool did provide the insights and performance metrics required to manage a growing sales force.
Role:
Linking new, emerging technologies with business needs, while demonstrating strong understanding of the business organization’s drivers
Big majority of Diageo’s business in Ru/EE is driven through long term and strategic distributor relationship.
Insights from these operations have been collected manually and processed through spreadsheets. Very inefficient and often inaccurate process
P: Develop automated solution to improve insights from distributor relationships
A: Created a central repository of depletions (sell-out Data) of all **100+ Distributors Diageo is **working with in Russia.
R: Improve the quality of distributor data, allowing for more accurate formulation of plans, better sales forecasting, faster response to the growing needs of the market and preventing OOS
Significantly reduce resource involvement in the data exchange process (both on the Diageo and distributor side)
Reduce the impact of human factors (illness, holiday, etc.) on timely and complete distributor data availability
Role:
Identifying opportunities to significantly enhance business performance
- Digital marketing platform.
- Stayinout.com – social marketing platform sharing events and connecting it to brand experience.
- Shared solutions developed in other markets with potential for Ru/EE –> reuse of platform in other markets
P: Opportunity identified by the market not me. Market didn’t have capabilities to deliver the platform
A: Engaged Digital Shared Services experts i.e. Hosting, Technology, Security to work alongside agency and ensure the design was compliant with Diageo’s digital standards and Diageo’ Marketing Code. Ensured sufficient budget was provisioned to deliver the services in close collaboration with the marketing and agency team
R: Platform was implemented. Contribution from my team was specifically highlighted as key to success. To date the consumer uptake of this platform remained behind expectations. -
Role:
Responsible for implementing the business unit global initiatives across EMEA
- W7 deployment across Ru/EE incl new PCs
- Lean process reviews
- Workday deployment
- SAP template roll out and inclusion in shared services
- Employee collaboration (new intranet site featuring sharepoint and Yammer
- IS recharge transformation
P: As the Shared Services Model matured it became evident that IT budget should be allocated to the market budgets - > driving transparency, benefit ownership, etc. So far only one Service line recharged (business process). This turned into a very sensitive discussion even though market received a profit relief in the y1 of effective recharge.
A: complex topic required for extended 1:1 face time with the market key decision makers. This was very challenging discussion and required to re-explain as often as our customer required.
R: Recharge transformation resulted in IS charges to be charged to the market P&L with the expected positive effect that there was much more engagement and ownership on the benefits that IT initiatives delivered.
Role:
Providing leadership to a team of professionals and managers
Have managed all my career. Most of the times these teams were geographically dispersed. My leadership style I would describe as collaborative where I agree with my direct reports and teams on the outcomes they are going to deliver in a given period. The day to day leadership is founded on for me important mechanics – commitment to periodic 1:1 and commitment to feedback all the way.
Role:
Directing and evaluating the technical and economic feasibility of proposed solutions
SFA
P: Market stakeholders made a case that the global solution will not work for Russia. Task me to find the best possible tool and to work it through the governance progress.
A: Launched feasibility study. Engaged all relevant global teams to work along side and provide input in decision making process. Made sure that all finding and rationale for a new tool is meticulously documented as I knew it will be controversial. Aligned key decision makers ahead of critical meetings
R: The implementation for a new SFA automation was approved by the relevant governance forums and we implemented it subsequently. Huge success. Solution was added to suite of SFA solutions particularly targeted at smaller markets.
Role:
Balancing and negotiating the needs of multiple business partners and communicating the business advantages of various technical solutions
Core to my role
enaging across all functional areas
sales, supply, fiance, even legal … as in case of a major M&A activity that was underway
Role:
Member of the Germany Board, the ASP IT Global Leadership Team, the MD&D EMEA IT Leadership Team and the EMEA IT IS Leadership Team
Have been sitting on the market leadership team as well as in the GDBS EMEA leadership team shaping and executing against the strategy.
In previous role directly reported to CIO and enaged with C-Level suite of Diageo
Role:
Leading the development of effective networks of internal and external business partners, suppliers, the technical community and consultants
Strong communication and networking skills
wing it
DLPP
Power of relationships
Analyzed the nature of relationships etc
Role
Providing critical interface to ensure complex projects meet business and/or technical requirements
Complete focus on business outcomes aligned with business stakeholders
Role
Strong innovation skills
- Hard working
- Open minded
- Try and error
Use G&E Register as example
