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. InBev in 1990. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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1. HR@InBev.com Balance between business, people and change Karin Van Roy
Stockholm, May 2008
2. On this map of the world, the red indicates where InBev was active in 1990. The company was primarily a local European organization, with a limited presence in Central and Western Africa.
On this map of the world, the red indicates where InBev was active in 1990. The company was primarily a local European organization, with a limited presence in Central and Western Africa.
3. InBev in 1990 On this map of the world, the red indicates where InBev was active in 1990. The company was primarily a local European organization, with a limited presence in Central and Western Africa.
On this map of the world, the red indicates where InBev was active in 1990. The company was primarily a local European organization, with a limited presence in Central and Western Africa.
4. InBev in 2008 Fifteen years later, this is what the world of InBev looks like. You can see that there has been a sea change in terms of InBev’s global presence, which is the result of the company’s pro-active, leading role in the consolidation of the world’s brewing industry.
Fifteen years later, this is what the world of InBev looks like. You can see that there has been a sea change in terms of InBev’s global presence, which is the result of the company’s pro-active, leading role in the consolidation of the world’s brewing industry.
8. I hope that you are already familiar to our InBev Management System, which is how we, at InBev, manage to deliver sustainable results.
Connecting our InBev Dream to the Execution of our daily operations
In a structured way based on STANDARD processes, procedures & tools
To be applied across the whole company
I hope that you are already familiar to our InBev Management System, which is how we, at InBev, manage to deliver sustainable results.
Connecting our InBev Dream to the Execution of our daily operations
In a structured way based on STANDARD processes, procedures & tools
To be applied across the whole company
11. The People Cycle and
the Business Cycle are
Complementary.
Output from the Business
Cycle is input for the
People cycle and
vice versa.
Finance and Peope work
closely together to ensure
alignment
in Process &
Content.The People Cycle and
the Business Cycle are
Complementary.
Output from the Business
Cycle is input for the
People cycle and
vice versa.
Finance and Peope work
closely together to ensure
alignment
in Process &
Content.
15. The Employee Assistance Program is an initiative in WE to ensure we support at tough moments.
17. Er is veel inkt gevloeid over HR als “the-man-in-the-middle”: gepositioneerd tussen werkgever en werknemer, pendelend tussen beide, zorgvuldig het precaire ‘respect’ tussen de twee kampen bewakend.
Met de strategie ‘People4Growth & Growth4People’ ging HR in InBev weg van dit stabiliserend evenwicht om een dynamische ‘win–win’ spiraal te ontwikkelen.
Drie jaar geleden, werd een volgende stap gezet. De sleutelopdracht van HR is nu InBev’s platform ‘Dream. People. Culture’ in te voeren. In functie van de missie right-sizen en standardiseren we stucturen, challengen we de kwaliteit en cultural fit van teams, voeren we nieuwe manieren van dagelijks management in, en verzekeren we de kwaliteit van leidinggeven.
Functionele ‘industrial relations’ zijn daarbij instrumenteel. ‘Employee relations’ vormen het primaire en intrinsieke platform.
Deze doorgedreven professionalisering en uniformisering qua organisatie en management, gecombineerd met het continu kiezen voor de beste mensen, is een hele bocht voor de West Europese tak in InBev.
HR is er om die nieuwe richting mogelijk te maken, niet om ze te verzachten. Respect blijft daarbij een sleutelbegrip, maar heeft een nieuwe betekenis.
Dream. People. Culture. Is the platform to clarify our vision. It helps to understand the decisions and the reasons why.
Dream: our ambition is to win; to win from the competition in the brewing industry....to be the most profitable....
People: we want to have the better people... Better people than we were and are... And offer those people the appropriate career opportunities.
Culture: the remaining 7 principles describe our culture... The way we want to behave...
Once people are familiarized with all 10 principles, they more easily understand the direction we are taking, the decisions and the reasons why....This platform clarifies a lot of the options we take in our approach to reality.Er is veel inkt gevloeid over HR als “the-man-in-the-middle”: gepositioneerd tussen werkgever en werknemer, pendelend tussen beide, zorgvuldig het precaire ‘respect’ tussen de twee kampen bewakend.
Met de strategie ‘People4Growth & Growth4People’ ging HR in InBev weg van dit stabiliserend evenwicht om een dynamische ‘win–win’ spiraal te ontwikkelen.
Drie jaar geleden, werd een volgende stap gezet. De sleutelopdracht van HR is nu InBev’s platform ‘Dream. People. Culture’ in te voeren. In functie van de missie right-sizen en standardiseren we stucturen, challengen we de kwaliteit en cultural fit van teams, voeren we nieuwe manieren van dagelijks management in, en verzekeren we de kwaliteit van leidinggeven.
Functionele ‘industrial relations’ zijn daarbij instrumenteel. ‘Employee relations’ vormen het primaire en intrinsieke platform.
Deze doorgedreven professionalisering en uniformisering qua organisatie en management, gecombineerd met het continu kiezen voor de beste mensen, is een hele bocht voor de West Europese tak in InBev.
HR is er om die nieuwe richting mogelijk te maken, niet om ze te verzachten. Respect blijft daarbij een sleutelbegrip, maar heeft een nieuwe betekenis.
Dream. People. Culture. Is the platform to clarify our vision. It helps to understand the decisions and the reasons why.
Dream: our ambition is to win; to win from the competition in the brewing industry....to be the most profitable....
People: we want to have the better people... Better people than we were and are... And offer those people the appropriate career opportunities.
Culture: the remaining 7 principles describe our culture... The way we want to behave...
Once people are familiarized with all 10 principles, they more easily understand the direction we are taking, the decisions and the reasons why....This platform clarifies a lot of the options we take in our approach to reality.
