Undergoing change of that scope required strong support from the CEO, which she had, Barber-Miller said. “However, the effort in general was being questioned by some of my peers and other leaders” after previous efforts at the company.
“So I had to create my own opportunity and couldn’t necessarily wait to align everyone,” she said. “I often believe as a business transformer, if we want to achieve anything in this world, we have to get comfortable in the uncomfortable.”
Possibly helping her on the journey, Barber-Miller also has profit-and-loss responsibilities for direct-to-business and direct-to-consumer e-commerce.
The re-organization has brought efficiencies but not headcount reductions, she said. And it’s changed marketing plans from “fragmented” and “product-specific” to integrated plans focused on consumers and customers. The effort also led to a global agency review and consolidation of work with Omnicom Group.
“We now have a standard, integrated marketing-planning process,” Barber-Miller said, “which has been a great revolution for us at Philips.”