Unilever’s new chief executive officer, Fernando Fernandez, is shaking up the consumer goods giant with a sweeping leadership overhaul and sharper accountability measures. Speaking at the Barclays Global Consumer Staples Conference, Fernandez revealed that up to a quarter of the company’s top 200 leaders could be replaced as part of a broad “refreshing” effort.
“We’re reviewing every single one of them,” he said. “Are they good enough? Are they at the level that Unilever deserves?”
The changes come on the heels of significant workforce reductions — roughly 18% of white-collar roles cut in the last 18 months — as Unilever pivots from a geography-led model to a category-led strategy, running each brand as its own business unit. Fernandez, who stepped into the CEO role in March after serving as CFO, has made it clear he sees “many pockets of mediocrity” that must be addressed.
Unilever’s structure now rests on four business group presidents overseeing 44 profit-and-loss units. Fernandez emphasizes direct accountability: “I have their names, I have their phones, I know who they are. Nobody can hide.”
The new culture also demands quicker decision-making with higher risk tolerance. Leaders are encouraged to act with 70% certainty, rather than waiting for perfect information. “Fast because 90%, 100% certainty, you are late. Late in consumer goods is a very bad word,” Fernandez said.
At the same time, Fernandez is introducing incentives to drive performance, with rewards of up to 200% in “hard currency” and greater opportunities for emerging talent. “We will build a culture in which playing to win is really recognized,” he said, underscoring his vision of turning Unilever into the “world’s largest startup.”
