«I came here to help the company achieve its goals, not for employees to do my bidding.» Erin Rosenfeld, CEO of Kraft Foods USA, began her first day on the job in June 2006, addressing the company's 127,000 employees in 170 countries around the world.
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Just four years later, Rosenfeld's relentless efforts and keen management intelligence enabled her to take her company public, merge Kraft Foods with Nabisco and Cadbury, increasing the company's revenues to 50 billion dollars, and Rosenfeld surprised the markets by announcing her intention to separate the two companies. The move, which she said she had been considering for two years, splits Kraft Foods into a global fast-food chain with more than $32 billion in annual revenue and a U.S. retail chain with an estimated $16 billion in profits, splitting Kraft Foods into a global fast-food chain with more than $32 billion in annual revenue. Because of her remarkable achievements, she was named in 2008 as number six on The Wall Street Journal's list of the 50 Women to Watch, before coming in at number nine on Forbes” 2009 list of the 50 most influential women in business, rising to number two on Forbes“ list of the 10 most powerful women in October 2010 before jumping to number one as the world's most influential woman in business, in the 2011 ranking. With her remarkable achievements, she was named in 2008 as number six on The Wall Street Journal's list of the 50 women to watch, and then rose to number two on Forbes" list of the 10 most powerful women in October, 2010.
But how did this woman succeed in leading this army of employees, and crossing them and the company to the other bank of the river of success . . She succeeded because she never felt like a manager, but always with a sense of responsibility and a very big difference between the two.
When a manager feels the greatness of his position, and that he is a manager, he will definitely fail because management is not a luxury or a grant, but a burden and responsibility, management needs a leader and leadership needs firmness, and firmness needs wisdom and decision-making ability, and the manager in the West is no longer the traditional person we see He sits on a comfortable seat behind a sprawling desk adorned with several phones and communication lines, and in front of the door of his room sits the secretary, and employees who consider promotion and access to higher positions as entertainment are completely wrong, because as is known in management science, every new promotion carries a new burden. The Rosenfeld model among managers needs no comment from me, or anyone else, it is a pattern that has drawn a line in the sand. May we learn from these models."
