PMI is changing significantly, replacing cigarettes with smoke-free products. Organisationally changing from a brand centric manufacturer to a science-driven, consumer centric technology company. From the learning point of view, that means new skill sets, capabilities, ways of working, and mindset.

To do this at scale, learning needs to look at how and where it spends money, how it can make savings to reinvest in transformation, and what supplier partners it needs to innovate and scale globally, at speed. The changes to procurement, finance and ways of working with external vendor partners are what I am leading.

This includes answering questions such as: How much do we spend on learning globally, on what specifically, through whom, and for what value? What standards and tools do we need if we are to save and reinvest efficiently, be faster, and activate capabilities at global scale? How can we improve learning vendor performance in quality, cost, and sustainability?