To protect the brand and resultant sales Kraft needs to turn its focus on those who have the power to bolster continued success: the people. Many work at Cadbury because they have a strong affinity with the core values of the brand. Fear of the unknown and, more pointedly, of change is inevitable. To begin well, the new executives at Cadbury need to communicate clearly with their stakeholders.
To its staff and suppliers, whether based in head office or a factory outlet, there should be an overriding message: ‘We bought Cadbury because we respect it as both a company and an idea.' Just saying this will be met with extreme scepticism and why not: without any evidence it sounds insincere.
Instead it's best to learn how the company already communicates internally. Use these methods with respect and give opportunities for individuals and groups to share feedback. Then actually listen and act on the feedback. Even if it is to disagree with an opinion, people need to know they are being heard.
It is the same when introducing what you view as an improved way of working. At best, people could see the advantages. Many will see it as a sign that things will never be the same. So try to communicate even the smallest change with transparency and leave a time lag between telling everyone and expecting them to adapt.
To direct your focus and strengthen your core people structure quickly, invest time and training in your line managers. They will be one of your main avenues of communication with the staff that deal face-to-face with your customers.
These ‘front liners' are in a way one of the most difficult groups to retain during times of change. With less of their career invested in one place many will see the benefits of cutting their losses and moving on. By engaging those above them you will reinforce a sense of loyalty that will have been sorely shaken.
I know from experience that the main enemy of any corporate handover is fear. Don't be fooled; despite appearances, everyone is nervous. Those up for sale are nervous about change and those set to take over are nervous for success.
The worst thing about fear is that people respond to it in extreme ways. For those taking over this quite often means adopting an aggressive, often defensive attitude. Almost more damagingly those taking over may find their attitude swing in the totally opposite way to a softly, softly approach. You can't sneak in the back door and try and run a business like the Wizard of Oz, with no real contact or team input.
Having clear but sensitive change and talent strategies in place as the takeover begins is a vital way forward. It helps everyone be clear, which will win minds and it also shows understanding and care, which will win hearts. And that, after all, is what we're all really after.
Jayne Carrington, is managing director of talent management organisation Right Management
