Cargill began as a grain-trading company in the US and has grown to be one of the largest family-owned businesses in the world. As they approached their 125th anniversary in 1990 Cargill had operations in nearly 60 countries. However, they were dealing with sluggish growth, an underperforming business, and a rigid culture. Cargill knew they needed to change to meet the increasingly dynamic global business climate. But how?
Starting with senior management, HP2 proclaimed some uncomfortable truths. The past was not going to provide the path to the future. Furthermore, Cargill was feeling the stifling effects of the lack of diversity in its management. HP2 worked with some divisions at Cargill for nearly ten years, creating flexibility, supporting diversity, and installing practices that would allow Cargill to perform in their dynamic environment.
Cargill has changed significantly. They established their “Guiding Principles” for treating employees and customers ethically. The company rapidly diversified and profitability increased. Cargill even exited from unprofitable businesses, which was a first for them. HP2’s distinctive work with Cargill enabled them to confidently move into the 21st century market as a leader.