Stacey Kennedy’s Post

Around this time every year, I get a tangible reminder of the transformation that Philip Morris International has committed to and continues to pursue. With the release of our annual Integrated Report, our teams across regions and channels get to showcase how we’re making it happen. There are so many milestones in this year’s report, but I’m especially energized by the impact we’ve had across the Americas. In Canada, we expanded our smoke-free recycling program to encompass non-PMI products and devices, which resulted in 4,300 pounds of smoke-free electronic waste being recycled – that’s equivalent to more than 37,000 devices! In Brazil, we expanded our water-positive programs and now provide additional payments to farmers who leverage sustainable practices. We still have so much work to do. But our learnings in the Americas are so meaningful to me because as we continue to grow in our newest market — the U.S. — we’ll be leveraging the experiences of our neighbors and other markets by adopting their proven initiatives. Only then can we ensure that we are making the most positive impact that we can. I tip my hat to PMI’s global sustainability team led by Jennifer Motles for their unwavering dedication and ingenuity, allowing us to stay ahead in a rapidly changing environment and ensuring smart uses of data always help guide our sustainability efforts. I’d also like to give a shoutout to every single person at PMI, because it's the decisions we each make, the initiatives we lead, and the ideas we champion that drive us toward our collective vision for the future. Read more in our 2023 Integrated Report: https://lnkd.in/dBmzu-4U

It’s been so interesting to read different views on the traits that matter for future leaders over the last few weeks. Here are a few more of my thoughts to wrap up this series: ➡ Critical thinking: I am hopeful that the next generation of leaders will leverage critical thinking in more and better ways. They have come of age in an era when people recognize the business imperative of contributing to societal progress, and I believe their strategies and approach to making informed decisions will reflect that. I saw this in action recently at my 14-year-old daughter’s daylong Model UN debate. I was blown away by these students' passion for critical thinking. Their definition of winning was less about who scored the most points or outmaneuvered the other team, but whether they had collectively achieved a more robust understanding of the societal problem they were trying to solve. I find this incredibly hopeful for our collective future. ➡ Driving innovation: In our fast-changing world, traditional business models and tried-and-true strategies will take a back seat to creativity, nimble problem-solving, and a culture of continuous improvement. New tools and ways of working will emerge fast and leaders will need to be able to take the best of what’s on offer—from talent practices to technology, to creative partnerships—and use it to fuel innovation and growth. Meeting last year’s customer and organizational needs won’t suffice; we’ll need to predict and solve for future challenges before they arise. ➡ Understanding new technologies: The adage, “if you’re the smartest person in the room, you’re in the wrong room,” applies here. As leaders, we need to resist the urge to delegate a deep understanding of emerging technologies to the “tech team.” Instead, we should surround ourselves with subject-matter experts and pepper them with questions until we have a real grasp of the topic. No, every leader won’t need to learn to code or the ins and outs of chip production (thank goodness!) but we do need to know enough to ask the right questions and to ensure our businesses use technology in ways that fully align with our values and principles.

Thank you to everyone who participated with your votes and comments in the poll I shared recently on the most important skills for the next generation of leaders. Most of you selected “adaptability/EQ” as the top skill and I couldn’t agree more. While it might seem simple, I think it’s exceptionally hard to cultivate and grow. Adaptability isn’t just about reacting to unexpected challenges or being able to pivot a strategy on a dime. Being adaptable requires that we consistently operate on the offense, keeping an open mind and being willing to let go of cherished beliefs as circumstances demand. I look at adaptability as existing on a spectrum. On one end are people who are utterly inflexible—unwilling to consider any way but their own. Then there are those who are so flexible that they’re flip-floppers, eager to latch on to the popular opinion of the moment and pass the buck. In my view, the sweet spot for leaders is at the center of that spectrum. We need to have a strong point of view grounded in experience, context, and facts—along with a healthy dose of intuition. At the same time however, we must be able to consider other voices and perspectives and be prepared to hold the course or adapt quickly if needed. Having the courage to change one’s mind as situations shift and new facts emerge is vital. Of course, adaptability isn’t solely reserved for leaders. It’s a skill we should help cultivate across our teams. One example: recognizing and rewarding employees who innovate, even when certain ideas and initiatives don’t achieve the desired outcomes, can go a long way in encouraging people to be flexible, empathetic, resilient, and willing to take calculated risks. Facing uncertain times can be unnerving—especially when our plans, goals, or sense of well-being are upended. We will all fare better (as will our organizations) if we embrace uncertainty as an opportunity for learning and growth. Certainty is a great feeling, but one that too often leads to stasis. I’d love to hear your thoughts on adaptability as a leadership trait. Where do you fall on the spectrum? Where do you aspire to fall? Kaleen Love (PhD)

As we celebrate #IWD24, I’ve been reflecting on the incredible women here at PMI who advance our mission, bringing ingenuity, passion, resilience, and empathy to our work. I’m grateful to each and every one.   So, I was super excited to learn that Philip Morris International is initiating “Voices of Inspiration,” a campaign that gives my colleagues and me a chance to acknowledge those PMIers who are helping women reach their full potential—at work, in their communities, and beyond.   Today, I want to celebrate Ivana Stojicevic for her incredible leadership role in PMI Able, our global employee resource group. Ivana has been a tireless advocate of disability inclusion and has had a significant impact on the lives of many PMI employees and their family members living with disabilities. She is passionate about learning, growing, and building others up—a role model and an asset to the disability community.   Even more impressive is that Ivana does all this on top of her day-to-day responsibilities as a junior brand manager in our Belgrade, Serbia office. She is an inspiration, and I am grateful for her dedication and commitment to both PMI and PMI Able and all those around her.   Thank you, Ivana, for all you do.   #InvestInWomen #PMI #PMIAble

Today we announced the Women’s Economic Empowerment Initiative in partnership with the Women's Business Development Council (WBDC). The program will further WBDC’s long-standing mission to reduce barriers that prevent women from participating fully in Connecticut's economy—a cause close to my heart and aligned with PMI’s mission to have a positive impact on all the communities in which we operate. Here’s what we’re doing and why: ✅ Beginning in 2025, Philip Morris International will contribute $5 million over five years to fund the Women’s Economic Empowerment Initiative (WEEI), a partnership with the WBDC that will work to empower women across Connecticut to pursue their entrepreneurial goals and put their families on a path to better. An investment in the WBDC is an investment in economic equity, jobs, and entrepreneurship, contributing to Governor Ned Lamont’s vision of Connecticut as the best state for women and families. ✅ WBDC is the perfect partner to advance women’s empowerment in our HQ state of Connecticut. Since 1997, the nonprofit has educated and trained nearly 19,000 clients in all of Connecticut’s 169 towns—helping women access more than $57 million in capital to launch, sustain, and scale more than 14,000 businesses and create more than 31,000 jobs. ✅ Decades of research have shown that the impact of women’s economic participation extends beyond their households and into their local communities and societies. New figures from Eurasia Group indicate that if policymakers prioritized investment in women’s economic power, the global economy could grow by an additional 7%, or $10 trillion, by 2030. Thank you to our SVP & Chief Corporate Citizenship Officer, Marian Salzman, Governor Lamont, Congressman Jim Himes, Lieutenant Governor Susan Bysiewicz, Mayor of Stamford Caroline Simmons, and WBDC Founder and CEO Fran Pastore for your partnership and support of this exciting initiative. Let’s get to work!

It’s hard to overstate how much the business environment has changed this century. The combined rises of technology, mobility, and globalization—and, happily, a heightened focus on social impact and sustainability - mean today’s landscape is more interconnected and dynamic than ever before.   As business evolves, so must the skills and behaviors that define successful leadership. What worked for leaders in the era of top-down decision-making doesn’t cut it today, when high-achieving leaders are increasingly recognized by their ability to inspire teams. Simply put, we can’t expect today’s best practices to meet tomorrow’s challenges.   So, what are the most important skills for the next generation of leaders? Let me know by participating in the poll or commenting below. Looking forward to your responses, especially if you have other skills perspectives.   #FutureLeaders #NextGen #Leadership #FutureProofing

Even with talk of a “soft landing” for the global economy in 2024, business leaders face challenges—not least, continued geopolitical uncertainty, evolving consumer habits, and rapid advances in AI. Doing business in such a volatile environment can feel unsettling, but it also presents wide-open pathways to innovation, positive change, and learning. I’m convinced that the leaders best positioned to thrive are those who demonstrate endless curiosity and a willingness to reach out for the answers they’re lacking. As Woodrow Wilson famously said, “I not only use all the brains that I have, but all that I can borrow.” Surrounding ourselves with people from whom we can learn has never been more critical. Whether it’s a colleague with deep expertise in a given topic, a junior member of your team with a fresh perspective, a former co-worker, or a college acquaintance, we all have access to networks of individuals who can offer invaluable knowledge, skills, and insights. I’m incredibly fortunate to be able to tap into the expertise of so many professionals here at PMI: From medical scientists to data engineers, I needn’t look far for inspiration and insight outside my areas of expertise. Even closer to home, I find myself borrowing the brain of my husband—a writer and researcher and one of my go-to sources for all things technology, AI, and cybersecurity. He puts on my radar issues and emerging trends I might not have considered on my own. The key is to forever expand and enrich one’s circle of input by tapping into a broad and ever-changing array of sources. The first step is simple. Ask yourself: “Who can provide expertise and knowledge in areas in which I am not an expert?” #Leadership #Curiosity #Learning #Growth

PMI’s progress toward a smoke-free future continues. Globally, nearly 40 percent of our total Q4 2023 net revenue came from smoke-free products. So proud of the work our teams in the U.S. and the Americas have done to support this transition and contribute to these results. To learn more about our progress see our full-year and Q4 2023 earnings release here: https://lnkd.in/dVCbSBXq

Well said, Konstantina Psarrakou. Being intentional and accessible is essential—and even more so when leading teams that work remotely.

I am so proud to see the culture of PMI described in such a simple but meaningful way: caring + better together + game changers. These traits embody what we are all about and speak to how we will move forward together to create a smoke-free future.