Cemex 2012 Annual Report Download - page 10

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Transformation is alive and well at CEMEX. Thanks to
our efforts, we are reconfiguring our company into a
faster, leaner, and more nimble organization—always
ready and able to adapt quickly to an ever-changing
competitive market environment.
To this end, we are simplifying and delayering our cor-
poration to accelerate our decision-making, improve
our eciency, and position our operations as close as
possible to our customers. For example, in the U.S., we
reshaped our organization, narrowing our executives’
geographic scope, while greatly increasing their spans
of control. This ensures that our decision-making and
execution are more ecient, our executives enjoy
enough room to act quickly and effectively, and they
are as close as possible to the markets in which they
are operating. Moreover, we flattened our structure
in the Philippines, so our commercial and logistical
managers report directly to our country president.
This enables top management to get more involved
in planning commercial strategies, as well as building
and managing customer relationships.
We are also dramatically improving our collabora-
tion across functions, levels, and geographies. Among
our initiatives, we established Process Evolution
Networks; an innovative, collaborative system—in-
volving more than 400 experts—designed to improve
our operating processes worldwide. Directed by our
Processes & IT Senior Vice President and led by ex-
ecutives throughout our international operations, we
formed these global collaboration networks to enrich
and better organize our efforts to identify our process
evolution needs, considering the diversity of our busi-
nesses, market conditions, and geographies. Through
the collaborative work of these networks, traditional
barriers gave way to more fluid, ad hoc communities
of experts working toward a common goal, regard-
less of location or area of expertise. With the aim of
addressing the evolution opportunities of our pro-
cesses, we conducted over 100 webinars, workshops,
and benchmark sessions to learn the newest market
trends. As of today, we posted more than 250 ideas
to develop faster, simpler, and more ecient process-
es, while applying new technology.
We are further positioning our company to extract
more value from our assets. We continue to build our
executives’ proficiency and focus their mindset on
creating value through our global training programs.
With this fundamental goal in mind, during 2012,
approximately 2,200 executives from across our op-
erations were trained in the discipline of value-based
Operating
initiatives
We are simplifying and delayer-
ing our corporation to accelerate
our decision-making, improve our
eciency, and position our opera-
tions as close as possible to our
customers.
2,200
executives from across our operations
were trained in value-based management
to make better day-to-day decisions and to
optimize asset utilization for our company
10
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