Michael Polk’s career has been defined by his skill in leading organizational transformation. The former CEO of Newell Brands developed a reputation for his ability to navigate complex change management situations, turning struggling businesses into robust market performers. During his tenure at Newell Brands from 2011 to 2019, Polk demonstrated this expertise by transforming a fragmented holding company into a focused, consumer-centric enterprise.
Finding Value Drivers in Complex Organizations
When Polk arrived at Newell Rubbermaid in 2011, he discovered a disparate collection of consumer, industrial, and commercial businesses operating as a traditional conglomerate. “We were trying to make the whole greater than the sum of the parts,” Polk says of his transformation work. “What aspects of the business can be differentiated versus your competition are the capabilities and assets that can create transformative value for your people and your investors?”
His answer to this question was a strategic overhaul of the portfolio. Polk led 35 M&A transactions during his eight-year tenure—18 divestitures and 17 acquisitions—which fundamentally reshaped the company’s profile. He divested software and industrial products while acquiring businesses that strengthened the consumer-facing portfolio. This transition was accompanied by a structural shift from holding company to operating company, with investments in digital commerce and brand development capabilities.
Strategic Resource Allocation: The Harder Right Choices
One of Polk’s core leadership principles involves making difficult resource allocation decisions. “In many of my experiences, I’ve found that companies are very democratic in the way they allocate resources, whether it’s human capital or money. In turnaround situations, you have to be much more choiceful, and that means you’ve got to take from some businesses and give to others that offer more potential,” he explains.
Such decisions inevitably create resistance. Polk acknowledges that transformational leadership can come at a personal cost: “If a business isn’t doing well, leaders have to intervene and create a new formula for performance, or the business will under-perform or sometimes fail. In this context, you have to make the harder right decisions, that sometimes carry social costs for the organization and you as the leader.”
Communication as the Foundation for Change
For Polk, transparent communication forms the cornerstone of effective transformation. “You have to bring the organization with you. You have to give people the context for the choices you are making. You have to make sure the team is charging up the hill with you,” he says. “Leaders have to over-communicate to drive alignment and as much support as you can to enable change.”
At Newell Brands, this philosophy helped drive remarkable results—growing net sales from $5.4 billion when he took over to $9.4 billion by his departure in 2019. This approach continues in his current role at Implus, where he conducts monthly global town halls to maintain organizational alignment.
Polk’s career demonstrates that successful business transformation requires identifying core value drivers, making tough resource allocation decisions, and maintaining clear communication throughout the change process. His track record at Newell Brands stands as evidence that while the transformation journey may be challenging, the results can be transformative for organizations willing to embrace change under decisive leadership.
