Director Mark Loftus comments on the impact of the Kraft-Cadbury takeover on the company's leaders in Management Today.
For those who do stick around, their priorities could change
substantially. With job cuts and process changes inevitable, change
management will suddenly be top of the agenda. This will test their
'ability to handle high levels of people and political
complexity, to be resilient in the face of ambiguity, and to show
real courage in the way they lead,' argues Mark Loftus, a
director at leadership consultancy The Thinking Partnership. How
will they be able to maintain Cadbury's unique culture - which many
believe is the reason for its success - now that it's no longer
independent?
What's more, they'll be in the difficult situation of knowing that
key decisions will be taken in the US - which for some, is unlikely
to sit well. 'A common thread for all successful leaders is
that they thrive on the sense of being at the heart of
things,' Loftus points out. Getting used to the new status quo
will test other aspects of their leadership skills, he suggests -
such as 'the courage to challenge what needs challenging, the
wisdom to know what not to challenge and the skill to engage their
new US colleagues'.