competency dictionary

Created by Azhar Abbas document.doc Rev. 3/28/07

CompetencyCompetency DictionaryDictionary

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THE COMPETENCY DICTIONARY

TABLE OF CONTENTS

I. IntroductionWhat Are Competencies?............................................................................1So What Is The Competency Dictionary?....................................................1Why Was The Dictionary Created?..............................................................2How Important Are Competencies?.............................................................2

II. How Will Competencies Be Used?..............................................................3We’re Evolving...............................................................................................4

III. The Competency Dictionary: Definitions...................................................5Accepting and Building Accountability..........................................................6Acting with Integrity......................................................................................6Adaptability...................................................................................................7Building Sustainable Organization Capabilities............................................7Building Trust...............................................................................................8Building Value Based Relationships.............................................................8Communicating Effectively...........................................................................9Decision Making...........................................................................................9Delivering Relevant Local Consumer Strategies........................................10Demonstrating Financial Ability..................................................................10Demonstrating Self Confidence.................................................................11Enhancing and Sustaining the Performance of Others..............................11Establishing Direction.................................................................................12Exerting Personal Influence.......................................................................12Focusing on Customers.............................................................................13Initiating Action...........................................................................................13Leading a Successful Team.......................................................................14Leading Through Change..........................................................................14Leveraging Diversity...................................................................................15Managing Interactions with Others.............................................................15Negotiating.................................................................................................16Planning and Organizing............................................................................16Pursuing Innovation...................................................................................17Pursuing Personal Development................................................................17Risk Taking................................................................................................18Thinking Systemically.................................................................................18Understanding the Business......................................................................19

Created by Azhar Abbas document.doc Rev. 3/28/07

INTRODUCTION

The Competency DictionaryThe Competency Dictionary

We know that the different people processes can be somewhat confusing. Specifically, the question often raised is –

“What’s the connection between all of these processes?” The connection is having a common foundation and, in our

organization, the foundation is competencies. To this end, we have created the Competency Dictionary.

What Are Competencies?

A competency is defined as the behaviors or actions that demonstrate the knowledge, abilities or skills

necessary for successful performance. For example, the position of finance manager requires the technical

knowledge of economics in order to perform the job. However, a finance manager must also demonstrate

planning and organizing as well as decision making in order to be successful.

So What Is The Competency Dictionary?

The Competency Dictionary is a single resource for competencies at The 4B Group, Pakistan. It reflects the

integration of the Senior Management Competency Model and the Management Framework in light of the

direction of the organization. Some of the competencies in the dictionary are relatively unchanged from the

previous model and framework, while others were taken from other sources within our organization to ensure

that our list was comprehensive. This dictionary can be likened to a database, in that it will house a large list of

competencies and it will be updated over time. So as we learn about the specific job requirements within each

function in the organization, the Competency Dictionary will evolve with some competencies being added and

perhaps some being removed.

Created by Azhar Abbas 1 Rev. 04/08/23

INTRODUCTION

Why Was The Dictionary Created?

The Competency Dictionary was created to:

Reflect the current business direction

Translate the company’s core beliefs into observable behaviors

Respond to the feedback from the field concerning competencies

Simplify management models/frameworks

Create a common language around competencies

Facilitate the implementation of competency-based systems

How Important Are Competencies?

Competencies have a major impact on business results. They help you pinpoint the specific key actions or

behaviors you need for your job as well as the competencies you can develop to improve your performance.

Understanding the relevant competencies for your job helps you do your job better and deliver better business

results. In addition, knowing the competencies you need to qualify for a different position can aid you in

creating a plan for your future. When you develop your competencies, business results improve, as does your

value to the business. Overall, competencies are foundational to our people processes and connect our people processes by providing a common language and resource.


HOW WILL COMPETENCIES BE USED?


This diagram shows the various competency-based activities that help us convert our strategies and business objectives into superior business results and develop a best in class organization and diverse workforce.

Strategies andBusiness Objectives

Strategies andBusiness Objectives

COMPETENCIESOrganization and

Technical Competenciesas the Foundation

360ºAssessment

Job Posting /Selection

PerformanceManagement

Learning andDevelopment

CareerPlanning

Progression/Succession

PlanningS

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Hiring the B

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HOW WILL COMPETENCIES BE USED?

We’re Evolving


Our efforts have been focused on providing you with the foundational resources to implement the people systems and processes that will help you meet your business objectives in the coming year. In the near term, we have:

Created the Competency Dictionary,Integrated the Competency Dictionary into both the Competency Development Guide and Maximizing Performance.

We will continue to integrate the Competency Dictionary into other people systems and processes (e.g., interview guides, 360 instruments, competency profiles, etc.). We are committed to evolving the Competency Dictionary as we learn about the work within our organization and the best practices within as well as outside our company.

If you have any questions about the Competency Dictionary, contact the Corporate Human Resources (Extension: 128).

THE COMPETENCY DICTIONARY: DEFINITIONS

The following is the current list of competencies in the Competency Dictionary. The complete competency definition and key actions can be found on the pages to follow.

Accepting and Building Accountability

Acting with Integrity

Adaptability

Building Sustainable Organization Capabilities

Building Trust

Building Value Based Relationships

Communicating Effectively

Decision Making

Delivering Relevant Local Consumer Strategies

Demonstrating Financial Ability

Demonstrating Self Confidence

Enhancing and Sustaining Performance of Others

Establishing Direction

Exerting Personal Influence

Focusing on Customers

Initiating Action

Leading a Successful Team

Leading Through Change

Leveraging Diversity

Managing Interactions with Others

Negotiating

Planning and Organizing

Pursuing Innovation

Pursuing Personal Development

Risk Taking

Thinking Systemically

Understanding the Business



Accepting and Building AccountabilitySetting high standards of performance for self and others; assuming responsibility for successfully accomplishing work objectives and delivering business results; focusing and guiding others in achieving business results.

Takes responsibility – Accepts responsibility for outcomes (positive or negative) of one’s work; takes action as if the financial or other risks are his or her own; admits mistakes and refocuses efforts when appropriate, takes responsibility for commitments to deliver business results.

Sets clear expectations – Collaboratively works with direct reports to set meaningful performance objectives and management routines to achieve business plan goals; identifies measures for evaluating achievement against objectives.

Manages against clear accountabilities – Clearly communicates the parameters of the delegated responsibility, including decision-making authority and any required actions, constraints, or deadlines; communicates who is accountable for specific results; monitors and follows up against these accountabilities; takes action when results are not being achieved.

Shares appropriate responsibilities – Allocates decision-making authority and/or task responsibility in appropriate areas to appropriate individuals (considering potential positive and negative impact; organizational values and structures; and individual’s position, current knowledge/skills and enhancement of knowledge/skills).

Encourages others to take responsibility – Provides encouragement and support to others in accepting responsibility; questions others’ denial of responsibility.

Acting with IntegrityMaintains a commitment to honesty; models social, ethical, and organizational values; firmly adhering to codes of conduct and ethical principles.

Demonstrates honesty – Deals with people in an honest and forthright manner; represents information and data accurately and completely.

Maintains confidentiality – Handles confidential information as outline in the Company’s Information Security Policy and Code of Business Conduct; considers the risk to the company before sharing any information.

Assumes responsibility for own behavior – Admits when a mistake is their own; assumes ownership for their own actions.

Adaptability



Maintains effectiveness when experiencing major changes in work tasks or the work environment; adjusts effectively to work within new work structures, processes, or requirements.

Tries to understand changes – Tries to understand changes in work tasks, situations, and environment as well as the logic or basis for change; actively seeks information about new work situations.

Approaches change or newness positively – Treats change and new situations as opportunities for learning or growth; focuses on the beneficial aspects of change; speaks positively about the change to others.

Adjusts to new responsibilities and tasks – Quickly modifies behavior to deal effectively with changes in the work environment; readily tries new approaches appropriate for new or changed situations; does not persist with ineffective behaviors.

Building Sustainable Organization CapabilitiesClosing the capability gaps in order to drive sustainable business results both today and in the future. Looking at all aspects of capability building, including people, work processes, systems, and work environment.

Explains organization capabilities – Communicates, given the destination, direction, and strategies, what the organization needs to be capable of doing.

Ensures capabilities are in place – Ensures alignment of organization capabilities, including people, work processes, systems, and work environment, with the desired destination; involves appropriate individuals in assessing current capability and determining which capabilities need to be built, changed, or developed in order to reach both short-term and long-term strategies.

Ensures system-wide capability alignment – Works with bottlers, customers, suppliers, etc. to ensure alignment between the Company's capabilities and the system-wide capabilities.

Ensures sustainable success – Establishes processes for monitoring progress and capturing knowledge in building and sustaining capabilities; anticipates and plans how to address future capability needs.

Building Trust



Interacting with others in a way that gives them confidence in one’s intentions and those of the organization.

Operates with integrity – Keeps commitments; behaves in a consistent manner.

Discloses own positions – Shares thoughts and rationale so that others understand personal positions.

Remains open to ideas – Listens to others and objectively considers others’ ideas and opinions, even when they conflict with one’s own.

Supports others – Treats people with dignity, respect, and fairness; gives proper credit to others; stands up for others and their ideas even in the face of resistance or challenge.

Building Value Based RelationshipsGenerating alliances internally and externally by continuously identifying and acting on those things that will create success for the Company and its customers, bottlers, suppliers, communities, and governments.

Explores opportunities for relationships – Analyzes the organization and own area to identify key relationships that should be initiated or improved to further the attainment of the business unit’s goals.

Identifies relationship needs – Exchanges information with others to identify and clarify benefits and potential problems; actively listens to others and displays understanding of others’ issues, viewpoints and needs; clarifies own expectations and others’ expectations for the relationship.

Facilitates mutual agreement – Gains agreement from others on what it will take to achieve a mutually beneficial relationship; collaboratively determines courses of action to realize mutual goals; places higher priority on mutually beneficial goals than on personal goals.

Develops credibility - Fulfills commitments; takes actions consistent with one’s words.

Maintains open lines of communication – Implements effective means for giving and receiving feedback; continuously monitors the status of the relationship and the achievement of mutual goals.

Communicating Effectively



Conveying information and ideas in a clear, meaningful, and timely manner; providing information through a variety of media in a manner that engages people in the interaction; solicits input from the audience during the communication.

Organizes the communication – States the purpose and importance of the communication; stresses major points; sequences information.

Holds others’ attention – Uses a variety of media and techniques (e.g., the inclusion of analogies in speech or graphic depictions in written reports) in order to engage the audience.

Adjusts to the audience – Considers the audience’s needs, experience, background, culture, and expectations when developing and delivering a communication.

Listens and ensures own understanding – When receiving communication, asks open-ended questions to seek input from communicator, checks own understanding, and summarizes message in different ways to enhance and ensure own understanding.

Decision MakingForming an opinion or making a decision through careful testing of assumptions and facts.

Identifies issues, problems and opportunities – Recognizes issues, problems, or opportunities and determines whether action is needed.

Gathers data – Collects and uses facts that are relevant to understanding a specific situation or making a solid, timely decision.

Interprets information – Integrates information from a variety of sources; detects trends, associations, and cause-effect relationships.

Generates alternatives – Creates relevant options for addressing problems/opportunities and achieving desired outcomes.

Considers consequences – Thinks through the implications or potential consequences of actions; defines success and uses that to test the soundness of decisions and plans; challenges his or her own and others’ assumptions to fully test conclusions.

Commits to action – Implements decisions within a reasonable period of time; monitors to ensure that the resulting actions of the decision are completed.

Delivering Relevant Local Consumer Strategies



Making consumers and their needs the primary focus of the business; developing, evaluating and selecting consumer-based actions that maximize long-term, profitable volume.

Seeks to understand local consumers – Demonstrates relentless curiosity about consumers and their needs, attitudes and behaviors that influence purchase and consumption of brands; integrates local and global consumer insights.

Identifies issues, trends, and opportunities – Utilizes information collected to identify consumer insights for strategic planning and innovation.

Ensures relevant consumer strategies – Focuses organization on creating and implementing strategies that connect core brands and local brands to local consumers in meaningful ways; prioritizes marketing efforts to capture local consumer demand and maximize brand value; ensures alignment to Company objectives and plans that maximize profitable volume growth for the system.

Demonstrating Financial AbilityUnderstands the consequences of financial decisions; understands economic value for the system; acts as an owner of the business and makes decisions that ensure long-term value for the organization.

Understands basic finance – Understands financial concepts, information and documentation (e.g., cash flow, income statements, P&L, present value calculations).

Acts as an owner of the business – Identifies and considers the financial risks of decisions; implements management routines to review financial information; considers the economic value for the system before making financial decisions.

Makes sound financial decisions - Asks relevant questions of experts; makes short term decisions that lead to sustainable growth; understands the long-term implications of short-term decisions and makes adjustments accordingly; makes multiple short-term decisions that cumulate to long-term growth.

Reviews financial decisions – Routinely compares the forecasted return on a decision versus the actual results; reviews decisions against the established financial parameters.

Demonstrating Self Confidence



Conducting oneself with belief in one’s own actions and capabilities without arrogance.

Seeks Challenges – Seeks unique or challenging experiences; looks for and gets new responsibilities.

Addresses Conflict – Voices views explicitly, provides constructive, candid input even in difficult situations.

Interacts with Confidence – States own views clearly and confidently, without belittling others, and in a manner, which allows for others to continue sharing their ideas; is not limited by the status quo, norms or what other people say.

Makes tough decisions – Says no or makes difficult decisions.

Enhancing and Sustaining the Performance of OthersPlanning and supporting the contributions of individuals and the development of their skills and abilities so that they can fulfill current or future job/role responsibilities more effectively.

Collaborates with employees – Works with individuals to identify areas for development and options for improving performance; explores obstacles to development and performance with the associate

Provides support and resources – Secures resources required to support performance and development efforts; offers assistance to help individuals overcome obstacles to learning; engages people in reflecting and learning from both success and failure.

Provides timely coaching and feedback – Gives specific feedback for performance and development purposes; actively seeks ideas and/or suggestions for performance improvement; collaboratively describes alternatives; builds on good ideas; provides appropriate amount of guidance; questions to broaden thinking.

Provides opportunities – Arranges appropriate and beneficial on-the-job experiences, job rotations, workshops or other experiences for the purpose of fostering a person’s development.

Acknowledges progress – Modifies or adjusts plans when necessary to ensure improved performance and development; acknowledges key positive and performance improvement issues; recognizes success and addresses non-performance promptly.

Establishing Direction



Creating a clear view of the destination for the business unit; helping others understand how and why things will be different when the destination is achieved; building commitment and inspiring action toward the destination.

Creates shared mindset – Envisions and describes the destination in a way that reflects the future needs of the business; creates awareness of the current reality, and facilitates action towards closing the gap between the current reality and the destination.

Enrolls others – Communicates the importance of organizational beliefs and performance expectations, including boundaries for acceptable behavior; gains buy-in to organizational beliefs and expectations; reinforces behaviors that are aligned with organization beliefs and expectations.

Inspires action – Conveys the opportunities of the destination in a way that moves decision-makers, team members, and business partners to action; models the organization’s beliefs and values through behaviors.

Encourages participation – Develops and maintains an environment which enables full participation; creates forums that allow for open debate and challenge to the status quo.

Aligns organization to strategy – Uses the destination as a reference point in conducting day-to-day decisions and activities by helping others see linkages between the destination, strategy, organizational capability, and organizational beliefs.

Exerting Personal InfluencePersuading others to support or agree with an idea, issue, or position.

Uses a logical argument – Follows logical sequence in discussion to shift another person’s position or action.

Anticipates reactions – Anticipates reactions and accounts for others’ unique interests or characteristics.

Asks questions – Asks open-ended questions that cause others to reflect on how they arrived at their position.

Understands own impact – Moderates the potential positive or negative impact of his or her role and position on influencing others; recognizes and plans for the effect of an action or other behavior on another person’s image of the speaker.

Uses alternative approaches – Uses a process or third party to get others to think or act differently.

Focusing on Customers



Making customers (external and internal) and their needs a primary focus of one’s actions; developing and sustaining productive customer relationships; creating and executing plans and solutions in collaboration with the customer.

Seeks to understand customers – Actively seeks information to understand customers’ internal and external environments, problems, expectations, and needs.

Works collaboratively – Engages in candid dialogue with customers to build rapport and cooperative relationships; makes formal commitment to work together to meet goals and objectives; tests understanding of the customer’s situation by actively listening (e.g., paraphrasing, probing, summarizing, etc.).

Enhances customers’ capabilities – Presents and shares information that will aid in building your customer’s business and capabilities for mutual success.

Takes action to meet customer needs and concerns – Considers how actions or plans will affect customers; responds quickly to meet customer needs and resolve problems; avoids over-commitments.

Creates joint strategies and solutions – Joins the customer at their planning table; works with the customer in creating plans and strategies; helps customers identify opportunities in their business; makes recommendations based on the customer’s and the system’s long-term needs.

Initiating ActionPropensity for action to achieve greater results beyond what is required; being proactive; taking initiative.

Responds quickly – Takes immediate action when confronted with a problem or when made aware of a situation.

Goes above and beyond – Takes numerous actions in the face of obstacles.

Acts proactively – Anticipates a specific opportunity or potential crisis; acts without prompting.

Takes unique or different action – Implements new and/or non-traditional ideas or solutions.

Sees the opportunity – Re-frames problems as opportunities.

Leading a Successful Team



Using appropriate methods and a flexible interpersonal style to help build a cohesive team; facilitating the completion of team goals.

Develops direction – Ensures that the purpose and importance of the team are clarified (e.g., team has a clear charter or mission statement); guides the setting of specific and measurable team goals and objectives.

Develops structure – Helps to clarify roles and responsibilities of team members; helps ensure that necessary steering, review, or support functions are in place.

Facilitates goal accomplishment – Makes procedural or process suggestions for achieving team goals or performing team functions; provides necessary resources or helps to remove obstacles to team accomplishments.

Involves others – Listens to and fully involves others in team decisions and actions; values and uses individual differences and talents.

Informs others on team – Shares important or relevant information with the team.

Models commitment – Adheres to the team’s expectations and guidelines; fulfills team responsibilities; demonstrates personal commitment to the team.

Leverages differences to enhance performance – Seeks out and uses ideas, opinions, and insights from diverse and various sources and individuals; maximizes effectiveness by using individual's particular talents and abilities on tasks or assignments.

Leading Through ChangeEncouraging others to seek opportunities for different approaches to addressing problems and opportunities; takes responsibility for the implementation and acceptance of change within the workplace.

Provides direction about change – Provides overall direction; sets short-term goals; focuses on priorities, and provides business rationale for change.

Involves people in change – Leads a group through a new process or activity to create a substantive change in how the organization operates.

Helps people change – Recognizes and addresses stages of personal transition (i.e., loss, resistance, exploration, and commitment).

Encourages open communication about change – Encourages people to express their feelings about the change constructively; encourages people to express their views about how to achieve the change; communicates what will and will not change.

Manages complexity and contradictions – Tries to minimize or reduce the impact of complexities and contradictions; clarifies direction and smoothes the process of change; identifies learning from past change efforts and implications for future changes.

Leveraging Diversity



Leveraging the capabilities, insights, and ideas of all individuals, internal and external to the organization that impact business results; developing and maintaining an environment, which enables full participation and development of all backgrounds, cultures, styles and views; creating opportunities that lead to a competitive advantage.

Values diversity – Seeks out and uses ideas, opinions, and insights from diverse and various sources and individuals; maximizes effectiveness by using individuals’ particular talents and abilities on tasks or assignments.

Promotes diversity – Manages increased diversity through recruitment and development of individuals from varied backgrounds and cultures; confronts racist, sexist, or inappropriate behavior from others; challenges exclusionary organizational practices.

Fosters diverse environment – Creates an environment where differences and similarities are shared and celebrated; encourages others to seek knowledge about differences; strives for understanding of differences; learns to view differences and similarities as strengths to be leveraged; and examines their own behavior towards those who are different from themselves or towards alternative ideas.

Acts on requirements – Manages all mixtures within the organization, and outside of the organization, by recognizing the prevailing personal preferences, traditions and conveniences of constituents and then makes decisions that are based on the requirements; assesses decision-making in light of the degree to which the approach contributes to, distracts from, or has no impact on the desired objective; makes sound, unbiased decisions that are based on factual, real requirements of the business.

Managing Interactions with OthersUsing an understanding of oneself and others to be effective; working effectively with individuals of diverse style, ability, and motivation in order to meet business requirements.

Seeks understanding – Learns more about people of diverse backgrounds (e.g., special issues, social norms, decision-making approaches, preferences, personal values) in order to be more effective in his/her interactions.

Interprets behavior – Anticipates the behavior of another by understanding their attitudes, needs and perspectives.

Clarifies behavior – Discusses needs and perspectives in order to avoid misperceptions and ensure clarity.

Adjust own behavior – Adjusts his or her behavior based on knowing how one is having or can have an impact on others.

Recognizes differences – Takes actions that respect other cultures, and individual preferences or styles; continually examines own biases and behaviors; takes actions that consider the diversity of those involved or affected.

Responds to non-verbal behavior – Reads the explicit or nonverbal reactions of another, inquires about behaviors when appropriate, and responds accordingly.

Negotiating



Explore alternatives and positions to reach outcomes that gain all parties’ support and acceptance.

Clarifies the current situation – Explores all parties’ needs, concerns, and initial positions, including own.

Identifies points of agreement/disagreement – Builds common ground by highlighting areas of agreement; focuses efforts by pointing out areas of disagreement.

Keeps discussion issue oriented – Manages the interpersonal process to stay focused on the task; constructively addresses emotions and conflicts.

Develops others’ and own ideas – Engages in mutual problem solving by brainstorming alternative positions or approaches and evaluating them openly and fairly.

Builds support for preferred alternatives – Builds value of preferred alternatives by relating them to the other party’s needs; responds to objections by emphasizing value; exposes problems with undesirable alternatives.

Facilitates agreement – Seeks beneficial solution through a give-and-take process that recognizes each party’s core needs.

Planning and OrganizingEstablishing courses of action for self and others to ensure that work is completed efficiently.

Prioritizes – Identifies more critical and less critical activities and tasks; adjusts priorities when appropriate.

Makes preparations – Ensures that required equipment and/or materials are in appropriate locations so that own and others’ work can be done effectively.

Schedules – Effectively allocates own time to complete work; coordinates own and others’ schedules to avoid conflicts.

Leverages resources – Takes advantage of available resources (e.g., individuals, processes, departments, and tools) to complete work efficiently, and not overburden self or others.

Stays focused – Uses time effectively and prevents irrelevant issues or distractions from interfering with work completion; retains focus despite potential distractions and the ‘crisis of the day’.

Pursuing Innovation



Generating innovative solutions in work situations; trying different and creative ways to deal with work problems and opportunities; seeks and implements new and better ways to achieve results.

Challenges paradigms – Actively searches for solutions beyond traditional boundaries.

Explores possibilities – Explores different lines of thought; views situations from multiple perspectives; brainstorms multiple approaches, ideas, solutions.

Generates creative solutions – Considers novel or different approaches; combines ideas in unique ways.

Fosters creative environment – Establishes an environment that fosters creativity and innovation by encouraging “out of the box” thinking.

Seeks improvements – Determines ways, or seeks ideas on ways, to continuously improve methods, processes, systems, and products.

Pursuing Personal DevelopmentActively identifying new areas for personal learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application in order to improve results.

Targets learning needs – Seeks and uses feedback and other sources of information to identify appropriate areas for learning.

Seeks learning activities – Identifies appropriate learning activities to gain knowledge needed.

Actively participates in learning – Takes part in needed learning activities in a way that makes the most of the learning experience (takes notes, asks questions, critically analyzes information, keeps on-the-job application in mind, does required tasks.)

Gains and applies knowledge or skill – Puts new knowledge, understanding, or skill to practical use on the job; furthers learning through trial and error.

Takes risks in learning – Puts self in unfamiliar or uncomfortable situations in order to learn; asks questions when uncertain.

Risk Taking



Initiating action that tries to achieve a recognized benefit or advantage when potential negative consequences are understood.

Actively seeks opportunities – Pursues situations or opportunities that can lead to either substantial benefit or significant negative consequence.

Calculates risk – Gathers information to understand probability of success, benefits of success, and consequences of failure.

Commits to action – Initiates action despite uncertainty of outcome; is willing to accept the consequences of failure.

Thinking SystemicallyUnderstanding the complexities and interdependencies of information and events in order to develop more effective solutions and ideas.

Thinks expansively – Makes connections between disparate ideas; sees the patterns and interrelationships in seemingly unrelated information and events; views situations from multiple perspectives.

Examines underlying reasons – Sees alternative ways to view or define problems; identifies underlying reasons and root causes for events and their interdependencies.

Evaluates multiple solutions – Examines numerous potential solutions and evaluates underlying reasons to determine where the greatest gain can be achieved.

Creates new concepts – Creates new ways of thinking to address complex situations and help achieve strategy; tries different and creative ways to deal with problems and opportunities; develops new frameworks to explain large amounts of information.



Understanding the BusinessUses knowledge of the value chain to achieve profitable volume growth; perceives the impact and implications of decisions on the value chain and on the competition.

Understands the value chain – Understands how each element of the value chain relates to one’s area of responsibility and how each contributes to his or her unit’s business results.

Stays informed – Maintains an understanding of our system’s strengths, weaknesses and available resources in light of the business destination; knowledgeable of what is going on in the organization in order to help make decisions.

Understands the organization – Demonstrates an understanding of the drivers of Company performance; understands the organization and how it functions (processes, resources, formal structure, and informal networks); demonstrates knowledge of the full range of local products and services.

Understands the business environment – Understands the competitive environment, industry trends, government and regulatory issues, political environment and local economics and how they impact the business.


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