Former Chief Human-Resources Officer of Unilever: Linking Talent to Value

Sandy Ogg, Founder,

Venue : Stamford American Auditorium (AmCham Office, 1 Scotts Rd, #23-03 Shaw Centre)

Date : February 28, 2017

Time : 11:45 AM - 1:30 PM

Price : $0.00

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Hosted by Human Capital Committee

Great talent can be a source of true competitive advantage—provided it’s deployed against key sources of value. Join, Sandy Ogg, the founder of executive-advisory firm and former Chief Human-Resources Officer of Unilever, as he talks about the changing role of HR, and the impact of linking your talent strategy to your organization's value agenda. Topics he will discuss include:

  • Linking talent and human capital issues directly to value
  • Reimagining the HR function
  • Elevating the CHRO to a strategic role as part of the “G3” (CEO, CHRO, CFO)
  • Driving further transformations around talent and human capital
  • Re-wiring HR systems and processes to support your talent strategy

About the Speaker:

Sandy Ogg

Sandy Ogg has spent 30 years learning with successful CEOs what they need to do to consistently generate new, more and better value for customers faster than their competitors. Their insights, collective wisdom and best practices have informed the methodology. Sandy Ogg is the Founder of From 2011 to 2015, Ogg served Blackstone’s nearly 100 portfolio companies as Operating Partner in the Private Equity Group. For eight years prior to this, he was the Chief Human Resources Officer for Unilever based in London, where he spearheaded the fundamental transformation of the company’s business. Prior to joining Unilever, he served as Senior Vice President, Leadership, Learning and Performance at Motorola. Before his corporate roles, Ogg worked as a consultant with Dove Associates, The VIA Consulting Group (which he founded), and The Center for Leadership Studies. He began his career doing rescue work at sea as a line officer in the U.S. Coast Guard.

Ogg holds a Bachelor’s degree in Mathematics (U.S. Coast Guard Academy), a Master’s in Human Development (George Washington University) and an MBA (Kellog School of Management). He serves on the boards of INSEAD, and formerly served on the boards of The Rotterdam School of Management (Erasmus University, Netherlands), The European Academy for Business in Society (Vice Chairman), and BBH Advertising in London. In November 2015, the National Academy of Human Resources inducted him into its class of Fellows in recognition of his contributions to organizations, the profession and society at large.

Supported by McKinsey & Company

About McKinsey & Company's Organization Practice

McKinsey's Organization practice is helping clients organize for the future in four areas: unlocking leadership potential, renewing structures, repurposing cultures and modernizing HR practices. We bring the latest evidence- based, data-driven process, approaches and tools to align organizational and talent agenda to the business imperative, which brings predictable, measurable results to the organization, and is personally meaningful to people.

McKinsey’s Organization Practice is also committed to helping organizations and CHROs meet the challenges of the 'G3' (see Dominic Barton’s HBR article,
People Before Strategy: A new role for the CHRO’). We are delighted to partner with and bring this methodology to our clients. 

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