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being a manager leader in  
a global enterprise 
 
 
 
for  
 
 
 
 
nov 5th 2014
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global luxury fashion leading group

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introducing myself and disclaimer
DPZ & Partners (“DPZ”) is a recently established advisory firm. We are the trusted advisor to shareholders and C-level about
leadership, corporate strategy&governance, m&a. Our credibility is based on leadership roles succesfully held in global blue
chip enterprises in the past 25 years.
DPZ is advising confidential (the “Advised”) on a potential cultural and capabilities development (the “Development”) which
aims to strenghten the current business of the Advised.
This presentation is issued by DPZ&P for the exclusive use of the persons attending the session at the confidential executives
training session nov 5th 2014.
The informations in this presentation have been elaborated by DPZ&P based on his professional experiences started in
1988 and/or has otherwise been obtained from publicly available sources. The informations in this presentation has not
been verified by the Companies DPZ&P worked for (listed above) or any other person.
No representation or warranty, express or implied, is or will be given by DPZ&P and/or the Companies’ DPZ&P worked for
as to the accuracy or completeness of this presentation and, so far as permitted by law, no responsibility or liability is
accepted for the accuracy or sufficiency thereof, or for any errors, omissions or misstatements, negligent or otherwise,
relating thereto.
In providing this presentation DPZ&P doesn’t undertake any obligation to provide any additional information or to update
this presentation or to correct any inaccuracies that may become apparent.
Currently DPZ&P is not acting for the Companies he worked for in the past.

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the lenses through which I see the process of enterprise’s globalization
LOCAL ENTERPRISE
INTERNATIONAL ENTERPRISE
are importers and exporters, they have no investment outside of their home
country.
MULTINATIONAL ENTERPRISE
have investment in other countries, but do not have coordinated product
offerings in each country; more focused on adapting their products and service
to each individual local market.
TRANSNATIONAL-CONFEDERATE ENTERPRISE
are much more complex organizations; they have invested in foreign operations,
have a central corporate facility, but give decision-making, R&D and marketing
powers to each individual foreign market.
GLOBAL ENTERPRISE
have invested and are present in many countries; hey market their products
through the use of the same coordinated image/brand in all markets; generally
one corporate office that is responsible for global strategy; emphasis on volume,
cost management and efficiency.

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today I will focus my professional story telling on
1990-2004 2004-2011 2012 on1986-1990

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1990 - 2004
THE CONTEXT
v  public company, listed in New York, London and Amsterdam
v  fast moving consumer goods (food, household, beauty)
v  sales 2013 €49.8bn
v  transnational enterprise when I joined the company, moving to global enterprise
MY ACCOUNTABILITIES – KEY DELIVERABLES
v  supplychain executive – country and regional
v  sales senior executive – country (sales €500mio)
v  marketing senior executive – country and regional (sales €200mio – contribution
margin €66mio)
SOME OF MY KEY CHALLENGES
v  from local to european manufacturing sites network (demand planning)
v  european trade marketing and category management
v  from local to regional and global brand management
v  country’s attractiveness for investments
v  go 2 market (marketing and sales) organization
v  start up of non core business model

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2005 - 2011
THE CONTEXT
v  public company, listed in New York
v  fast moving consumer goods (food, household, beauty)
v  sales 2003 $18.2bn
v  conglomerate enterprise when I joined the company, moving to focused portfolio
with final full business break up
v  activation board member – global (sales €2bn – ebit €200mio)
v  ceo – region (sales €200mio – ebit €20mio)
v  credibility and investment attractiveness
v  country strategic repositioning while corporate portfolio focus
v  from local to regional and global brand management
v  global functional excellence and business steering
v  talent management
v  management of scarce-limited resources
v  crisis management
v  global activation board member and regional ceo
v  geographic expansion in emerging markets
v  business continuity while full business break up

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2013 – 2014
THE CONTEXT
v  private company, backed by private equity
v  pharmacy led health and beauty
v  sales 2013 €32.6bn
v  multinational enterprise with a global operational footprint and Walgreens
takeover of Alliance Boots when I joined the company
v  senior executive – local (sales €1.3bn – net gross margin €78mio)
v  credibility and global merge
v  new industry, manufacturers’ driven
v  complexity of the business model
v  global brand
v  local business models and operating framework, but expectations of the
shareholders for a global business model and operating framework in the short
term (<12 months)

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my key learnings – must have
PORTFOLIO
1. the ability to foresee the greatest BUSINESS OPPORTUNITY ever had
2. focus, FOCUS, focus

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RESOURCES AND CAPABILITIES
3. global FUNCTIONAL EXCELLENCE and local CROSS FUNCTIONAL
LEADERSHIP
4. SHARED SERVICES
5. global PORTFOLIO MANAGEMENT (brand, category, market, channel)
6. strategic and objectives ALIGNEMENT
7. continuous IMPROVEMENT
8. develop talent from within – TALENT PIPELINE
9. DIFFUSSED LEADERSHIP with fundamental leadership capacity
and working in MULTIPLE CULTURES and regulations

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CULTURE
10. SHARE, ENGAGE and MOBILIZE others
11. clear EMPOWERMENT & ACCOUNTABILITIES
12. stay CLOSED TO THE MARKET and viceversa (no ivory tower syndrome)
13. ENGLISH is a must have (in Italian based HQ as well)
14. exposure of the talents to GLOBAL CHALLENGES
15. CULTURAL DIVERSITY at the top of the organization (Board of
Directors incl.)

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being a manager leader in a global enterprise
my 15 key learnings – must have
PORTFOLIO CULTURE
1.  the ability to foresee the
greatest BUSINESS OPPORTUNITY ever had
2. focus, FOCUS, focus
3. global FUNCTIONAL EXCELLENCE and local CROSS FUNCTIONAL LEADERSHIP
4. SHARED SERVICES
5. global PORTFOLIO MANAGEMENT (brand, category, market, channel)
6. strategic and objectives ALIGNEMENT
7. continuous IMPROVEMENT
8. develop talent from within – TALENT PIPELINE
9. DIFFUSSED LEADERSHIP with fundamental leadership capacity and working
in MULTIPLE CULTURES and regulations
10. SHARE, ENGAGE and MOBILIZE others
11. clear EMPOWERMENT & ACCOUNTABILITIES
12. stay CLOSED TO THE MARKET and viceversa
(no ivory tower syndrome)
13. ENGLISH is a must have (in Italian based HQ as well)
14. exposure of the talents to GLOBAL CHALLENGES
15. CULTURAL DIVERSITY at the top of the organization
(Board of Directors incl.)
RESOURCES & CAPABILITIES

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16
further enquiries
please address all correspondence and enquiries to:
DPZ & Partners
www.dpzandpartners.com
Domenico Paolo Zaccone
domenicozaccone@gmail.com
skype: dpzepartners
mob: +393488573928

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