The adidas Group motto 'Impossible is Nothing' may have been conceived with the sporting goods company's footwear, apparel and accessories in mind, but the catchphrase extends beyond helping athletes reach their potential; it reverberates across the cubicle trenches and regional offices, to outstanding individuals across the organisation.
Nowhere is this more apparent than in the group's succession management - a strategy consistent across all of its brands, which include adidas, Reebok, TaylorMade-adidas Golf and Rockport - where high performers are identified and groomed for specific roles.
'As leaders, we are in the dreams business,' said Gregg Tate, adidas Group's vice-president for human resources and knowledge management. 'Our succession management strategy and HR [human resources] practices give people the opportunity to grow and progress and helps individuals to fulfil their ambitions.'
For motivated, driven employees, the group's succession strategy, part of its broader talent management efforts, is an ideal opportunity for high fliers.
Here's how it works: senior management and HR managers in Asia identify two successors for each 'key position' within the regional organisation. 'The positions considered 'key' in some countries may not be the same in other countries,' Mr Tate said. 'It depends on the market conditions of each location, though most are leadership type senior management roles.' He said besides CEO and CFO roles, others could include managers in marketing, strategic planning and distribution and logistics.
Once the appropriate individuals have been identified, a customised training and development programme is designed to help them develop the skills and know-how to step into these roles. Some of the training opportunities include the group's Advanced Management Training scheme, the Management Development Programme and its Leadership Academy, now in its second year.
