Treasury Wine Estates (TWE)

Be careful what you wish for – you might just get it! Here’s a salutary tale of how handling success is just as crucial as striving for and attaining it.

Too much of a good thing?

When TWE’s signature brands (such as Penfolds, Wolf Blass, Lindeman’s and Beringer) established themselves in Asia, the company realised that after 170 years of effort, its global business was taking off spectacularly.

But with success came responsibility.

The burgeoning business made it necessary to reach staff across three continents while ensuring the parent brand (comprising literally dozens of abels) was communicated consistently yet culturally nuanced for 16 diverse countries.

Add to this a 2011 demerger from Foster’s Group and you get a taste of TWE’s challenges.

Key among these was to build staff momentum and capability to drive top-line growth and support new market expansion. To take to the world stage, the actors needed training.

TWE responded by implementing leadership development for its Asia Management team.

The aim was to develop stronger internal capability while fostering better networking and team cohesion.

With the rigorous demands of a truly international operation, TWE knew it had just one shot to get this right.

Having previously worked with DeakinCo in leadership training, TWE engaged us to run this high profile education initiative.

Fresh fields

Our Lead to Perform workshop spanned four days and covered self awareness, entrepreneurship, leadership and action orientation.

The participants were regional marketing, business and commercial managers from Taiwan, Japan, China, Hong Kong, Korea and Singapore.

To shift thinking and open minds, there was a particular focus on self-awareness using the Johari Window concept. Participants looked at the following:

  • an open area of strength – the public domain (known to ourselves and others)
  • a blind area of strength – the blind spot (known to others but not to ourselves)
  • a hidden area of strength – the facade (known to ourselves but not known to others)
  • an unknown area – the mysterious self (unknown to ourselves and others).

This set the scene for a workshop full of insights and surprises.

A very good year!

Our approach worked. While it was still early days at time of writing, significant benefits were being realised.

The investment we’ve made in our upcoming leaders

The investment we’ve made in our upcoming leaders is already paying dividends. We’ve seen a noticeable change in their leadership behaviours and a step change in the attitude towards taking ownership and driving our business in our biggest growth market – not a small task!

Sally Elson - HR Manager – Asia, Treasury Wine Estates