How do you tap into that passion and transform it into results?
First, you have to make sure everyone is on the same page – that we’re not duplicating efforts, working inefficiently or operating in silos. You have to bring everyone together and say, “Look, no matter your role or your location, we’re one organization.” When people aren’t stranded in their specific roles – but feel part of something bigger – you begin to unlock all sorts of potential.
I arrived with my sleeves already rolled up! Right away, I made a point of visiting each and every one of our facilities, and with my team we took an in-depth look at our collective strengths and capabilities. Those run the gamut. At one end, you might have a highly engaged employee, at one of our plants, with an original idea. At the other end, you have an organizational DNA based on 120 years of deep seafood expertise, along with the legacy of resilience, innovation and reinvention that comes with that.
And that’s what you mean when you talk about “One High Liner Foods”?
Exactly. “One High Liner Foods” gives expression to the first of five Critical Initiatives we’ve identified as essential for our next two years to unlock our potential value and return to organic growth. Through Organizational Realignment, our first critical initiative, we are creating an integrated, cohesive and collaborative culture to ensure we’re operating efficiently, sharing information and establishing company-wide best practice across the globe.
In a lot of ways, I came to two companies – one operating in the United States and one in Canada – that happened to share a name. Through Organizational Realignment, we are now operating as one unified company. Today, internal connections are global in nature, not just local. Employees are working with their colleagues around the world more cohesively than ever before. They’re making decisions together, sharing lessons learned and testing out new ideas for how we operate, innovate and reach consumers.
Where does One High Liner Foods go from here?
While we had to make some difficult decisions, we’ve made important progress in realigning the organization. Fully realizing the strengths of High Liner Foods will never be “done” in my book, though. Empowering people to do the best they can do – that never stops. Encouraging colleagues to question the status quo – that never stops either. As soon as you stop paying attention to learning moments, you’re missing opportunities to improve.
That said, we’re driving process improvements, realizing efficiencies and working as one company. We’re a leaner, smarter, flatter business that can be faster to market, more competitive and overall better equipped to tap into the market opportunity we see ahead. I truly believe that we can take advantage of the “halo effect” seafood has in the minds of more and more consumers, who increasingly associate it with healthy eating.
What does 2019 have in store for High Liner Foods?
Heading into the year, we have a talented, calibrated leadership team in place, and enthusiasm throughout the organization. As an integrated company, we will continue realizing the benefits of Organizational Realignment and we will advance our other critical initiatives – Business Simplification, Supply Chain Excellence, and Rubicon Alignment and Shrimp Growth. Taken together, this provides the foundation for our final – and ongoing – initiative, Profitable Organic Growth.