Driving Transformational Change

An Interview with Melody Justice, Executive Vice President – Business Transformation, Coca-Cola North America

change in how we operate, so the business can With a very diverse consumer base, be faster, smarter, and more effi cient in meeting how critical is it to have that same type of the needs of consumers and customers. diversity in the workforce? As a global brand, is there coordina- Winning in the marketplace absolutely tion among regions, or is the focus more requires a diverse workforce that understands on what works for a specifi c region? and can sell and market to all kinds of peo- It’s both. There is coordination on end-to- ple. Our goal is to have our workforce mirror end processes and functions, like how we wire the marketplace. I’m really proud that this is our information systems together, and how we becoming a mindset at Coke, a way of do- use the same HR or fi nancial processes. But ing business, and a way of thinking. We’re not each business has to focus on designing and only recruiting and retaining a diverse work- organizing itself in a way that makes the most force, but we’re getting better at selling and sense for its partners and consumers. In North marketing to a diverse and multicultural world America, we’ve gone through a change of de- of consumers. sign and focus to drive consumer, customer, and With the speed of business today, how commercial and franchise leadership. Those challenging is it to fi nd a balance between changes, in combination with working with our work and life? functional counterparts globally, are beginning Increasingly, over time, I’ve found that pro- to create some real benefi ts. fessional life and personal life are more interwo- Melody Justice How do you evaluate and track the im- ven. At Coke, we have a program we call Living pact of your efforts? Positively, which is a commitment to making a EDITORS’ NOTE In addition to her current Tracking that impact is very important. positive difference in the world by redesigning post at The Coca-Cola Company, Melody Justice Taking out cost and increasing speed are key the way that we work and live so sustainabil- is a key member and leader of the company’s metrics. On the IT side, we’re in the midst of ity is a part of everything we do. This holistic Women’s Leadership Council, which formed a major multiyear systems conversion, which way of thinking helps me maintain a balance, in 2007. Prior to joining Coca-Cola, Justice will give us much better in-outlet visibility, because it’s all about making a positive differ- was a Securities Analyst with SunTrust Banks and the kind of data that we need to better ence for myself, my company, and the planet in Atlanta and an Investment Associate with serve our customers. On the sales side, we’ve throughout my day. Southeast Banks in Florida. She has a B.A. in created looks of success for channels and cus- How critical is community involvement English and psychology from Emory University tomers, and we’ve automated a way of commu- from a leadership point of view? and an M.A. in business administration and nicating those standards so a person working Involvement in the community enhances fi nance from the University of Miami. She is a in the outlet knows what success looks like. your worldview and gets you outside of your- Chartered Financial Analyst. These are all examples of tangible impacts that self. It’s really critical. For me, it’s a way of seeing yield cost savings, increased speed, and greater things through a different set of eyes, because COMPANY BRIEF Based in Atlanta, The Coca- accountability. it’s different from my day-to-day responsibili- Cola Company (www. thecoca-colacompany.com) How critical is top-level management ties. I think it’s vital to stay in touch with that is the world’s largest beverage company. Along involvement and engagement to the rede- and vital to see the world, walk in the world, with Coca-Cola, recognized as the world’s most sign efforts? and be outside of your day-to-day business role. valuable brand, the company markets four of For Coca-Cola North America, productiv- It makes you a better leader. the world’s top fi ve beverages, including Diet ity and operating effectiveness are the core When you look a year or two out, are Coke, Fanta, and Sprite. Consumers worldwide priorities in any business plan, and there is an there certain key priorities in the forefront enjoy Coca-Cola beverages at a rate of 1.5 bil- ongoing discussion with Muhtar Kent [Coca- of your mind that will help you continue lion servings each day. Cola President and CEO]. There is a constant to drive the impact and success of business stream of communication, and associates can transformation? How do you defi ne your key areas of focus understand and engage with it because they Our transformational efforts around ef- in your role with Coca-Cola today? see it consistently prioritized from the top. fectiveness and productivity are so essential to I’m responsible for two things in business Mr. Kent has a system-wide focus on business continuing to grow and invest that it’s a core transformation: First, I manage a variety of en- transformation that is cascading down to each priority for me to continue to focus on and see it abling functions that support the business, things of our businesses. In turn, each business is working. All the things that will be visible to the like strategic planning, research and develop- implementing and executing in ways that are outside world are enabled by the transformation ment, public affairs and communications, and appropriate for them. Our collective success is that goes on behind the scenes. Success to me is information systems, to name a few. But I spend tied to the system-wide strategic approach that achieving success in North America, and when more time on the second part of my responsibili- Mr. Kent and his senior leadership team have we get there and maintain it, we’ll know we ties, which is to focus on driving transformational designed. have done our job.• 48 LEADERS posted with permission. copyright © 2009 leaders magazine, inc. VOLUME 32, NUMBER 1