This company is the global leader in cleaning, disinfection, food safety and infection control products and services. Although their product line and innovative products speak for themselves, Ecolab has always been recognized for its excellent customer relations and service, which in turn is an indication of their workforce. Ecolab's management recognized its growth and the need for strategic planning for the future. They adopted the leadership framework developed by Charan, Drotter & Noel in 2011. While this framework provided the guidelines and path for employees to achieve growth, Ecolab had to inculcate various other ideas within this framework to ensure success . They believed that a culture change would enable acceptance of key business drivers within the workforce, which would in turn drive growth. The pipeline started with the individual managing themselves and focusing on their personal development. The other stages were managing others, managing managers, function managers and business managers. Ecolab's analysis suggested that even with the pipeline in place, they could not promote individuals to a level where they were not yet ready, so they also ramped up their recruiting efforts for such positions. They also redefined the term “high potential” to reflect not only performance figures, but also capabilities, ambition and commitment. They also established a talent council to identify and monitor talent.