Oh boy!
A CEO who set out to reshape Unilever ends up ousted mid-operation…
Here are my personal reflections on Hein Schumacher’s sprint at the top of UL:
Job cuts: A plan to cut 7,500 jobs, yet sluggish and chaotic execution created confusion, mistrust, and a lack of confidence.
Divestments: The sale of brands and entire divisions led to prolonged uncertainty, internal turbulence, legal challenges, missteps, and lost opportunities.
Unfinished spin-offs: Efforts to offload beauty, tea, and ice cream businesses met mixed success, with the Ekaterra sale already under scrutiny for underperformance—risking a spiral of further job cuts.
Structural changes: A complex vertical split reduced middle management but created a layer of executives with limited influence. An ongoing power struggle between the two offices (an inherited vice?) further complicates steering the ship.
Sustainability shift: Once a pioneer in responsible business, Unilever’s drive and commitment have faded. Drill, baby, drill!
Finally, in pursuit of financial gains, Unilever is losing the confidence of its long-forgotten customers. Inflate and shrinkflate all you want, but the reality is clear – declining market share in key categories is a vote of no confidence in Mr. Schumacher and the board by the ultimate decision-makers: consumers.
