How do you balance resilience and innovation?
Jacek Olczak, CEO, of Philip Morris International speaks in a room.
Our mission is clear: to reduce smoking by replacing cigarettes with less harmful alternatives.
The cigarettes belong in museums.
Since 2016, my company has fully committed to moving away from cigarettes, the most harmful form of nicotine consumption. We have invested more than 10.5 billion U.S. dollars in developing and commercializing smoke-free products—which today account for nearly 35 percent of our total net revenues.
Frustratingly, our ability to make further progress is being blocked by those who are blindly guided by a desire to see an end to the industry rather than an end to cigarettes and this is very frustrating.
This, together with an overreliance on the so-called precautionary principle—which some interpret as “better not to do anything until we know everything”—results in government inaction and more of the same.
Today’s environment and rhetoric make it easier for governments and regulators to do nothing on smoke-free alternatives. It’s perceived as safer for political careers to abstain from the debate completely rather than be seen as siding with us.
But, in the end, this is just prolonging the life of cigarettes and risks shortening the lives of those who use them.
For smokers today, inaction is not a neutral position. It is a choice with real-world outcomes.
We are entering what Churchill called “a period of consequences.”
It is no longer a case of if these smoke-free alternatives are better than cigarette smoking;
it is a case of by how much they are better.
Watch the full speech on our YouTube channel.
Rethink Disruption: The impact of inaction
Philip Morris International logo is seen on screen.
What forces are reshaping your industry?
Jacek Olczak, CEO, of Philip Morris International speaks in a room.
Our mission is clear: to reduce smoking by replacing cigarettes with less harmful alternatives.
The cigarettes belong in museums.
Since 2016, my company has fully committed to moving away from cigarettes, the most harmful form of nicotine consumption. We have invested more than 10.5 billion U.S. dollars in developing and commercializing smoke-free products—which today account for nearly 35 percent of our total net revenues.
Frustratingly, our ability to make further progress is being blocked by those who are blindly guided by a desire to see an end to the industry rather than an end to cigarettes and this is very frustrating.
This, together with an overreliance on the so-called precautionary principle—which some interpret as “better not to do anything until we know everything”—results in government inaction and more of the same.
Today’s environment and rhetoric make it easier for governments and regulators to do nothing on smoke-free alternatives. It’s perceived as safer for political careers to abstain from the debate completely rather than be seen as siding with us.
But, in the end, this is just prolonging the life of cigarettes and risks shortening the lives of those who use them.
For smokers today, inaction is not a neutral position. It is a choice with real-world outcomes.
We are entering what Churchill called “a period of consequences.”
It is no longer a case of if these smoke-free alternatives are better than cigarette smoking;
it is a case of by how much they are better.
Watch the full speech on our YouTube channel.
Rethink Disruption: The impact of inaction
Philip Morris International logo is seen on screen.
What economic story isn't getting enough attention?
Jacek Olczak, CEO, of Philip Morris International speaks in a room.
Our mission is clear: to reduce smoking by replacing cigarettes with less harmful alternatives.
The cigarettes belong in museums.
Since 2016, my company has fully committed to moving away from cigarettes, the most harmful form of nicotine consumption. We have invested more than 10.5 billion U.S. dollars in developing and commercializing smoke-free products—which today account for nearly 35 percent of our total net revenues.
Frustratingly, our ability to make further progress is being blocked by those who are blindly guided by a desire to see an end to the industry rather than an end to cigarettes and this is very frustrating.
This, together with an overreliance on the so-called precautionary principle—which some interpret as “better not to do anything until we know everything”—results in government inaction and more of the same.
Today’s environment and rhetoric make it easier for governments and regulators to do nothing on smoke-free alternatives. It’s perceived as safer for political careers to abstain from the debate completely rather than be seen as siding with us.
But, in the end, this is just prolonging the life of cigarettes and risks shortening the lives of those who use them.
For smokers today, inaction is not a neutral position. It is a choice with real-world outcomes.
We are entering what Churchill called “a period of consequences.”
It is no longer a case of if these smoke-free alternatives are better than cigarette smoking;
it is a case of by how much they are better.
Watch the full speech on our YouTube channel.
Rethink Disruption: The impact of inaction
Philip Morris International logo is seen on screen.
Unlocking innovation through people: PMI’s growth-oriented culture
Leaders of changeFollowing the 2016 announcement of our ambition to become a smoke-free company, Philip Morris International has undergone significant growth and cultural shifts to unlock the potential of our people and organization.
4 min readRead more
Choosing the right business strategy to deliver growth, impact, and progress
3 min readPhilip Morris International’s Chief Strategy Officer, Waynn Wu, discusses her career journey to date, the leadership learnings that have benefited her most, and how evolving technologies like AI present exciting new opportunities for business growth.
Unleashing innovation through the transformative power of cross-generational collaboration
4 min readBy harnessing the diverse perspectives, skills, mindsets, and experiences of employees across different age groups, we can unlock new opportunities, foster agility, and deliver progress for our businesses and for society.
Inaction has consequences
Jacek Olczak, CEO, of Philip Morris International speaks in a room.
Our mission is clear: to reduce smoking by replacing cigarettes with less harmful alternatives.
The cigarettes belong in museums.
Since 2016, my company has fully committed to moving away from cigarettes, the most harmful form of nicotine consumption. We have invested more than 10.5 billion U.S. dollars in developing and commercializing smoke-free products—which today account for nearly 35 percent of our total net revenues.
Frustratingly, our ability to make further progress is being blocked by those who are blindly guided by a desire to see an end to the industry rather than an end to cigarettes and this is very frustrating.
This, together with an overreliance on the so-called precautionary principle—which some interpret as “better not to do anything until we know everything”—results in government inaction and more of the same.
Today’s environment and rhetoric make it easier for governments and regulators to do nothing on smoke-free alternatives. It’s perceived as safer for political careers to abstain from the debate completely rather than be seen as siding with us.
But, in the end, this is just prolonging the life of cigarettes and risks shortening the lives of those who use them.
For smokers today, inaction is not a neutral position. It is a choice with real-world outcomes.
We are entering what Churchill called “a period of consequences.”
It is no longer a case of if these smoke-free alternatives are better than cigarette smoking;
it is a case of by how much they are better.
Watch the full speech on our YouTube channel.
Rethink Disruption: The impact of inaction
Philip Morris International logo is seen on screen.
Inaction has consequences
Philip Morris International’s Group CEO Jacek Olczak delivered a speech about the current state of smoking rates and what actions can be taken.
Businesspeople should think more like scientists, where failures present opportunities for solutions
Leaders of changeA life in science has taught me that knockbacks are a necessary step on the path to success, but only if we can remain curious about the causes.
3 min readRead more
Work was broken, but our phoenix and older generations will fix it—together
4 min readGlobal upheavals have helped reset a multigenerational workforce that’s playing by new rules to change how things get done.
Only the consumer can make innovation a success
3 min readThe pace of technological change is faster than ever, but before investing in innovations, companies must ask themselves: “How are we addressing what the consumer needs?”
- Leaders of change
From the inside out: How to earn the public’s trust in your company’s transformation
4 min readIf you’re disrupting your own company, bake in your communications plan, put your consumers and employees first, and explain why you’re transforming.
- Leaders of change
Revolutionizing our product lifecycle management system landscape to better serve consumers
3 min readHow new systems allows PMI to completely transform the way we develop and commercialize products for consumers, on our smoke-free journey.
- Leaders of change
“An odd match for a respiratory physician? PMI is where I can have the biggest impact”
4 min readDr. Badrul Chowdhury talks about his journey from respiratory medicine to Chief Life Sciences Officer at Philip Morris International.
- Leaders of change
Fighting illicit trade can help enable equal access to innovation
3 min readCollaborative action to end the illegal trade in tobacco and nicotine products is key to improving public health for all.
- Leaders of change
In support of the multi mandate
4 min readIt is clear the world’s challenges will not be solved by one person or corporation or country going it alone. Strength will be drawn in the future from our embrace of a “multi mandate.”
- Leaders of change
Moving beyond hate
5 min readBy focusing on success rather than winning and talking rather than hating, we can make the next normal a better place.
Choice vs. control: A dichotomy that transcends the pandemic by Gregoire Verdeaux
4 min readGetting the balance right is vital if society is to move forward after COVID-19, writes Gregoire Verdeau.
- Leaders of change
Tension can accelerate progress
4 min readWithout challenges to the status quo—and their resulting frictions—new ideas wouldn’t exist.
Five quotes to inspire and deliver success
2 min readPMI’s senior leaders on how they are moving the company forward.
- Leaders of change
The art of failing: A key to success
3 min readPMI leaders on how to own your mistakes and invest your learnings in the future.
We need actions—not words—to restore trust
4 min readIf all sides engage in a transparent “show me, don’t tell me” approach to sharing information, demonstrating results, and addressing concerns, ties will be formed, and progress will be made.
Putting consumers first: Pivoting for the future
3 min readThe key to PMI’s transformation lies in putting consumers front and center, say the company’s senior leaders.
The mother of invention: Agility in testing times
4 min readWhile solutions born out of necessity might prove better than what we had before, it’s key to remain agile and resourceful even when things settle down.
- Leaders of change
Don’t wait to drive business forward: Start now, make it happen
4 min readMoving your business forward now will positively impact company progress in the post-COVID world.
Are you thinking like a scientist?
4 min readThe scientific mindset demands flexibility and a willingness to change beliefs based on new evidence—and this is a critical approach for business leaders to adopt if we’re to move society forward.
- Our progress
Lessons learned from prohibition apply to efforts for a smoke-free future
3 min readJacek Olczak reflects on the lessons we can learn from the prohibition era.
Science can unlock the door to a smoke-free future
4 min readDr. Moira Gilchrist on how science can unlock the door to a smoke-free future in an era of uncertainty.
Real world solutions for real world problems
5 min readAt PMI, we are trying to change the world by changing ourselves first, explains Marian Salzman.
- Leaders of change
The growth of a business and its people growth go hand in hand
4 min readFour pillars can support building an engaged organization in which people have clarity on how they contribute to broader objectives and grow as professionals.
- Leaders of change
Our people reflect PMI’s new direction
4 min readFrederic Patitucci, Chief People & Culture Officer at Philip Morris International, on the challenge of anticipating change, the importance of a supportive work culture, and creating teams shaped by a sense of belonging.
“I’m grateful to be part of a company that believes in employee-led change”
3 min readHow the success of a grassroots mentoring program shows PMI’s commitment to wellbeing, writes Stefano Volpetti.
