[VIDEO] How Jamie Oliver Is Continuing Woolworth’s Christmas Tradition
Jamie Oliver, celebrity chef credited with turning around British supermarket chain Sainsbury’s, is continuing his partnership with Woolworths through this holiday season. Oliver joined up with Woolworths after his Sainsbury tenure ended in 2011. The partnership with the Australian grocer has focused on “bringing better, healthier, affordable fresh food to life for everyday Australians, giving them the information and confidence to prepare great tasting fresh meals at home.”
Last year’s holiday advert featured Oliver bringing an Aussie Christmas BBQ to expats living in London. This year he was back in Oz, cooking with a party celebrating the holiday on the beach. Woolworths was still cementing Oliver as the face of their brand last year, and therefore spent a lot more time with Oliver in the advert. This season featured more of the food and the celebration than the holiday chef, with the company’s modified jingle playing throughout. See it below.
While the face of Sainsbury’s, Oliver was credited with shifting nine tonnes of nutmeg (previous two years’ in sales) after his “Try something new today” advert aired in 2005. The “feed your family for a fiver” campaign experienced similar success, with featured lines growing in sales by 200 percent.
When committing to Woolworths, Oliver brought his fresh food approach with him. His first act of business was making sure Woolworths was committed to selling meat from free range, organic chickens instead of caged. Many have seen Oliver’s participation with the market to be a move towards better quality produce and meat, hopefully leading Australians toward a healthy lifestyle in the kitchen. See his announcement about joining the brand.
Information sourced from mUmBrella.
Q&A: Professor Loredana Padurean, Asia School of Business
As someone who is creating Asia Pacific’s business leaders of the future, what do you believe are the essential skills leaders require?
In many ways, we need leaders who are Renaissance women/men or polymaths, as opposed to specialists of an industry or a field. A polymath is a person with profound knowledge, proficiency and expertise in multiple fields and today’s leaders have to be able to combine various ideas, look at problems in novel and useful ways, and develop a broad and yet still deep set of skills, talents, and knowledge.
You’ve coined ‘smart’ and ‘sharp’ as skills of the future. What are these?
They are replacements for ‘soft’ and ‘hard’ skills, a concept coined by a US Army doctor in 1972 who observed that his pupils had different skills: dealing with machinery required ‘hard’ skills, while dealing with people and paper were ‘soft’ skills. This concept has served us well since, but I find it too binary, not to mention the semantic implications of the words themselves.
Soft implies gentle, delicate, mild, quiet, tender, weak. However, there is nothing soft in navigating competing perspectives and cultures, handling and delivering critical feedback or dealing with office politics. Instead, I prefer to call these skills ‘smart’. Hard implies rigid, difficult, heavy, static. But how can we think of engineering or software development as static or rigid? I believe ‘sharp’ is more apt as such skills need constant updating or sharpening.
I think it’s time to reflect on these classifications, because we can drastically change someone’s perspective by how we choose to talk about and frame something.
How important are smart skills in leadership today?
Smart skills are more important than ever because we live in a world of extreme diversity: generational, ethical, value-based, gender, etc. Gone are the days when giving an order was an effective act of leadership. I personally work with people from five different continents and across five different generations, therefore as leaders, we need to know how to adapt, motivate, inspire and connect. We need to increase our investment in learning about them in action, especially as smart skills are more difficult to develop.
I believe that a successful leader today has to be both smart and sharp. Take cognitive readiness, one of my top 10 smart skills. In order to be cognitive ready, one has to master system dynamics, one of my top 10 sharp skills. Also, did you know that one of the primary reasons why digital transformation fails is not the absence of digital literacy, a sharp skill, but the need for more validation and adaptability, both smart skills. So, instead of thinking of these skills as binary, I prefer to think of them as the yin and yang; co-existing and complementing each other.
So, you can teach leaders smart skills then?
Yes, you can, via a combination of the classroom experience, plus an action component supported by deeply embedded reflection. At ASB we call this Action Learning, and we teach it both in the MBA and in the executive programs. For example, in teaching a leader emotional maturity as a smart skill, first they need to learn what it is, and then act on it, before reflecting on what we did and how we did it. And then to repeat it, but this time with more expertise and awareness. It’s not easy, but that’s why my favourite mantra is ‘the job is easy, the people are not’.
Discover Professor Padurean's successful skills for a digital transformation here