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19 January 2021 / Article
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Copy LinkHR transformation at JTI is part of a larger business transformation initiated in 2018 by the third-largest tobacco company. To keep ahead of changing customer requirements, spur product innovation, and build a sustainable business, JTI prioritized greater strategic and operating agility. Much of the transformation is about rethinking the roles of the global headquarter and regional/market divisions, scaling up global business services, and developing a new set of capabilities and culture. The company’s hybrid operating model has been changed to achieve more crisp accountabilities. The global center is entirely responsible for strategy formulation, while the five regional divisions focus on implementing global strategy.
Creating a central transformation team, JTI identified five levers of transformation:
Seven corporate functions were selected in 2019 to pilot Agile, including HR.
HR strategy is driven by the priorities of JTI: supporting the company’s growth ambition by bringing new skills into the business; changing the culture and supporting the shift towards agility; ensuring leadership bench-strength; and aiding talent mobility across the global business.
If HR is to deliver these priorities and work within a hybrid and increasingly agile global organization, it too must change the way it works. The function, which is now called People and
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