I've been preparing to run a big company all my life.
Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.
Health and wellness does mean different things to different people.
For me, living a balanced life means nurturing the academic, physical, and spiritual aspects of my life so I can maintain a sense of well-being and self-esteem.
The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
You embrace disruption. I think it's a good thing.
The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.
I feel strongly about the need for diversity, and with good reason. I'm from a generation of women that found it exhilarating to shatter the glass ceiling. We viewed obstacles as opportunities and earned our seat at the leadership table.
I see more people taking charge of their well-being through the use of data and digital sensors, wearable health bands, and smartphone apps that can track and quantify everything from their heart rate, blood pressure, and sleep quality to steps walked and calories consumed.
The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.
Set ambitious goals and don't be afraid to declare and aim for them. You need to know where you want to go in order to get there. It is important to have a destination in mind.
Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.
As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.
Networking is working.
The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.
We tend to treat eating and diets as one size fits all. But the human body is very personalized.
We must form public-private partnerships to collectively improve children's health.
You need to walk the talk, because you can't expect your organization to behave a certain way that you're not willing to behave.
The next frontier in nutrition will be about reconfiguring diets according to individual specific physiology, lifestyle, and health goals.
Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'
