This company is a global leader in cleaning, sanitization, food safety, and infection control products and services. While their product line and innovative products speak for themselves, Ecolab has continually been recognized for their excellent customer relationships and services, which in turn is an indication of their workforce. Ecolab leadership recognized their growth and the need for future strategic planning. They adopted the leadership pipeline framework developed by Charan, Drotter, and Noel in 2011. While this framework provided the guidelines and path for employees to realize their growth, Ecolab had to instill various other ideas into this framework to ensure success . They believed that a cultural shift would enable the acceptance of key business drivers in the workforce, which in turn would drive growth. The journey began with the individual managing themselves and focusing on personal development. The other phases involved managing others, managing managers, function managers and company managers. Ecolab's analysis suggested that, even with the pipeline in place, they couldn't promote people to a level where they weren't yet ready, so they also ramped up recruiting efforts for those positions. They also redefined “high potential” to reflect not just performance numbers but also ability, ambition and commitment. They also set up a talent council to scout and keep an eye on talent