An organization structure outlines how activities and responsibilities such as supervision and task allocation are carried out by individual staff or teams to achieve the organizational goals and objectives. Structuring an organization ensures that the right tasks are assigned to the right people and better coordination of the workforce ( Okun, 2016) . An effective organization structure enables team building, which is a leader’s recipe for success. Denise Morrison is a leader well known for developing an excellent organizational structure which enabled her to build a strong team, that led her to succeed as the CEO at Campbell Soup ( Eisner et al., 2012) . Upon being appointed as the new CEO, Denise shook up its structure to realign its key operations with predeveloped growth strategies. She accomplished that objective by appointing new members into the executive teams to lead the them in three different divisions.
Denise’s success has been highly contributed by a productive organizational structure and culture. She used three simple tools to ensure an efficient structure: policymaking, better communication, and team training ( Morrissey, 2013) . For a more productive structure, Denise developed new policies; she introduced three new divisions and appointed a new executive to head each. She appointed Mark Alexander to oversee Campbell Americas Simple Meals and Beverages Division, Luca Mignini to oversee Global Biscuits and Snacks Division, and Jeffery Dunn to manage the Packaged Fresh Division ( Eisner et al., 2012) . With the three presidents in place, Denise was certain that the new structure would catalyze business growth.
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Denise understood that communication had to be more effective for an organization structure and culture to be more productive. She communicated her vision to the heads of divisions and their respective teams and explained their tasks and responsibilities to reach the vision. Her channels of communication ensured that every employee presented their ideas without feeling ignored or misunderstood. She supported group discussions and brainstorming of ideas, which promoted new ideas to improve innovation ( Kirsner, 2013). Denise built a strong customer-first organization culture by training her team. The training was aimed at solving the problems of the customer and promoting satisfaction. Through training, she cultivated a culture where the customer was the most important person in the organization, and all efforts had to be put in to make sure they were satisfied with both products and services. Se equipped her team with analytical skills that helped them to carry out their roles efficiently.
Team building is a powerful tool used by successful leaders like Denise Morrison; it involves putting employees together to help them work as a unified group towards achieving a common goal. Team building has immense benefits to an organization; it helps every team member to understand that their input is important to reaching the shared vision ( Morrissey, 2013) . Team building cultivates an atmosphere of trust among employees, which gives them the courage to open up and share their ideas. It brings diverse people together and improves communication as well as work productivity. Furthermore, team building promotes healthy competition among employees and nurtures innovation and learning. In addition to that, team building helps resolve conflicts among staff and equips them with analytical skills. CEO’s, consultants, supervisors and managers must be equipped with team-building skills to oversee other employee groups effectively.
Communication is a strong team-building skill; it creates a good forum where the vision and goals are shared, tasks are delegated, and conflicts are resolved. Three elements of communication, namely energy, engagement and exploration, are vital to building strong and effective work teams. Energy is the measure of the extent to which members of one team exchange formal or informal messages among themselves. Denise Morrison encouraged every team member to feel free to share their thoughts, exchange propositions, and suggest recommendations ( Kirsner, 2013) . Engagement is the magnitude of communication distribution across team members and the input of each participant to the topic of discussion. Denise Morrison is well known for putting a team together, entrusting them with tasks, and trusting them to deliver; this helped team members actively engage in meaningful discussions and come up with solutions. Exploration refers to the degree of communication with other teams involved in similar exercises or tasks. Denise Morrison strongly advocated for cross-functional teamwork; she created a collaborative forum where the plant's representatives could brainstorm ideas and navigate new opportunities.
Denise utilized strategic planning and action planning techniques to align her teams with her vision; this involved dedicating all effort and resources and taking specific actions to achieve set goals ( Morrissey, 2013) . She understood that the right recipe for success was sharing her vision with the teams and working with them to achieve the vision. Her main focus was on improving the products and services to satisfy customers better. She developed strategies that included training the teams, developing projects and establishing programs to empower and build the workforce. Denise committed her efforts and allocated adequate resources to training the employees on the value of focusing on the customers and attentively listening to them to fulfil their needs as outlined in the organization’s mission statement, ‘Real food that matters in life’s moments’ ( Eisner et al., 2012) . Through training, she equipped them with decision-making, critical thinking, and problem-solving skills, which aimed to help them develop a dynamic foresight towards the future. For instance, Denise trained and built an innovative and able marketing team which developed an iPhone application that contained Campbell’s awesome recipes.
Intending to accelerate the innovation rate, Denise allocated financial resources towards developing mentorship programs and projects. She introduced benchmarking programs so that team leaders would learn to better their operations ( Eisner et al., 2012) . For instance, DuPont and Proctor and Gamble are among the companies that Campbell look up to in matters of best safety practices and total delivered costs. She delegated tasks to leaders from the different segments of the company are trusted that they would deliver; this way, she created strong leaders with strong teams.
References
Eisner, A. B., Baugher, D., & Korn, H. J. (2012). Campbell: Is the Soup Still Simmering?. Journal of the International Academy for Case Studies , 18 (5), 65.
Kirsner, S. (2013). Campbell Soup CEO Denise Morrison Talks Corporate Innovation in Boston. Boston Globe, May , 8 .
Morrissey, B. (2013). Leading culture through times of organizational change. People & Strategy , 36 (4), 6-8.
Okun, D. A. (2016, October). Pre-pragmatic Perspectives of Leadership. In International Symposium on Chaos, Complexity and Leadership (pp. 279-297). Springer, Cham.
