Background
Following the 2021 merger of Total Produce and Dole Food Company the newly combined Dole plc became one of the world’s largest producers of fresh fruits and vegetables, with over 34,000 employees across 75 countries. The merger created a strategic need to successfully unite two large international companies, each with their own long histories and values. Whilst the historic operational model focused on local ownership, the senior leadership team recognised that building even greater collaboration across the whole group would encourage innovation and identify additional commercial opportunities. Long-tenured leadership created a risk of career stagnation, whilst the Group’s decentralised nature required a culturally sensitive approach to integration. There was a need to invest in supporting a cohesive, global culture that could drive strategic alignment and leadership development across a diverse workforce.
Approach
To address these challenges, Dole launched the Key Talent Programme (KTP), designed to develop future leaders, bridge cultural divides and foster a cohesive, globally-minded workforce. The programme featured a blended learning approach with two phases.
In phase one participants underwent Hermann Brain Dominance personality profiling to understand different working styles, followed by a 12-week immersive business simulation where teams from across regions focused on running a business in competition with other entities. This simulation encouraged cross-functional collaboration and strategic thinking.
“The Key Talent Programme has unified Dole’s diverse global workforce, driving collaboration, cultural understanding and business success across 75 countries”
In the second phase participants attended a four-day workshop in Sweden to present their simulation results and tackle real-world strategic problems posed by senior executives. They visited a local Dole operation to explore innovative supply chain solutions and participated in leadership and cultural immersion activities. Mentors and coaches supported participants throughout the programme, helping them navigate organisational challenges.
The programme emphasised inclusivity, increasing female participation and representation from non-European regions, while aligning with business objectives to support Dole’s global strategy.
Outcome
The Key Talent Programme has been instrumental in enhancing Dole plc’s collaborative culture, enhancing cross-functional relationships and operational efficiency. Previous KTP participants report examples of driving cost reduction and building new cross-company commercial relationships as a result of completing the programme. In a 2023 survey, 100% of participants reported improved networking skills and 97% noted increased collaboration.
The programme also strengthened cultural understanding, reducing communication barriers and fostering better decision-making across regions. Retention rates among participants are high, with 89% remaining at Dole and 35% receiving promotions. Female participation increased from 18% to 41%, and representation from outside Europe rose from 17% to 45%.
Now 88% of participants view Dole as an employer of choice. The programme continues to build a diverse and skilled leadership pipeline, positioning Dole for future growth.