Because he’s the youngest CEO to
ever take his place in Sam Walton’s office, some may call Doug McMillon an
overnight success—if 23 years with Walmart can be considered “overnight.” In
1984, at the impressionable age of 17, he joined Walmart, loading trucks at a
distribution center in Northwest Arkansas. It was the camaraderie, enthusiasm,
and passion he saw in others that told Doug he was working someplace special.
“I was surprised when I started
working in those trailers in the summertime,” Doug says.
“I was working with people who were highly engaged. People who were doing hard work in the heat of the summer but enjoying it and talking about the company in a positive way—and with a genuine affection for Walmart.”
“I was working with people who were highly engaged. People who were doing hard work in the heat of the summer but enjoying it and talking about the company in a positive way—and with a genuine affection for Walmart.”
Fishing Line—and a Note From Sam
Cut to Tulsa, Okla., where Doug
completed his graduate studies while working as an assistant manager at a Walmart
store. He had caught the Walmart culture bug—and a passion for retail.
Following graduation, he followed up on a previous job lead and moved back to
Bentonville, where he was hired as an entry-level assistant buyer managing the
fishing tackle category. It was on his first day that Doug found a Post-it Note
in a pile of papers on his desk. It was in Sam Walton’s handwriting, pointing
out that a competitor had better pricing on fishing line. Doug points to that
note as the spark that ignited his fire of urgency, a hallmark of Walmart
business that’s served him well over the years.
McMillon the Merchant
He soon moved on to other
merchandise categories, learning the ropes from some of the most talented
merchants in the retail industry, working his way up to divisional merchandise
manager in furniture and eventually a promotion to Vice President of Infants
and Toddlers. In the ensuing years, his passion for retail and constantly
improving leadership skills kept him moving up the ladder, working in International,
then Sam’s Club, (both divisions he would eventually return to run), then back
to Walmart U.S. According to Doug, electronics and toys were the most fun
categories he’s
led. An admitted technology buff, he jokes that he’s probably bought everything our stores have to offer in the electronics department along the way.
led. An admitted technology buff, he jokes that he’s probably bought everything our stores have to offer in the electronics department along the way.
Leadership in the Sam Walton
Tradition
In 2006, Doug was given the keys to
drive Sam’s Club. Ron Loveless, Sam’s Club’s first CEO, sees Doug’s time
leading the division as a time of great growth for Doug as a senior leader,
calling him “refreshingly available, eager to listen, and always open to new
ideas that could be beneficial to the business.” Like many others, Ron sees
Doug as being cut from the same cloth as Sam Walton. “I always described Sam
Walton as being forever a ‘student’ of the retail business, and I see Doug with
this same attribute.”
“We Don’t Just Sell Products”
When Sam Walton received the Medal
of Freedom just prior to his passing in 1992, he said that if we work together,
we’ll give the world an opportunity to see what it’s like to save and have a
better life. That vision is something Doug has worked hard to advance globally
as CEO of Walmart International, his most recent assignment before taking on
the top job he’s in today.
“We don’t just sell products,” Doug
says. “Every time we save someone a little money, we’re helping them pay the
rent or put a down payment on an apartment or home … put a few extra items into
their shopping cart … or pay for their children’s education. We help them save
money so they can invest it elsewhere and, literally, live a better life.”
People as the Engine of Our Culture
When he first took on the role of
leading International, Doug brought his family with him on one of his first
trips, so that they would better understand what he does for our company and
our customers during the many grueling hours he spends around the globe. To
many who know him, caring about how others feel is just “typical Doug.” He sees
people as the key to our culture and a crucial part of the equation for
success.
“Walmart culture is not about the
poster on the wall, and it’s not just a feel-good exercise,” he says. “Walmart
culture matters. It generates results, all kinds of good results—financial
results that are positive, but also a positive environment as it relates to
people. When people have a good experience, they generate good results.”
Opportunity Knocked, Doors Opened
It’s no surprise that Doug is the
quintessential example of opportunity at Walmart. His story of promotion and
advancement is echoed in the lives of associates who prosper every day in our
company, both here in the U.S. and around the world.
How You Can Succeed, Too
“Do your current job to the best of
your ability,” Doug advises. “Deliver results and deliver them the right way.
Second, do something extra. Volunteer for an extra project, pinch hit for your
supervisor, let people see that you can do more. Let them see you perform at a
higher level so they have confidence that you can handle additional
responsibility.”
One of the many qualities that
instantly endears Doug to everyone he meets is his good-natured sense of humor
and easygoing personality. When asked about his greatest accomplishments during
his time with Walmart, he quickly remarked: “One accomplishment was to
avoid getting fired on my first day with the company in 1984. While driving to
work, I rear-ended my supervisor with my dad’s Honda Civic. To this day, I’m
thankful for his forgiveness because working for Walmart has been one of the
highlights of my life.”
Doug will be sharing in the coming
months just where he plans to lead our company. But one thing is sure: Our
culture is in good hands with him as we continue to bring Every Day Low Prices
to people around the world, saving them money so they can live better.
Our Culture Around the Globe: A Q&A With Doug McMillon
Walmart World (WW): You’re recognized as an executive steeped in our culture
and experienced in how it plays out around the world. How easy or difficult do
you find it to take the Walmart culture into other markets?
Doug McMillon (DM): I believe that the principles that underpin Walmart culture
apply universally. I know whether you’re in Japan or Brazil or the United
States, the concepts of being respectful, of excellence, of acting with
integrity, and of the customer orientation all have some application
everywhere. What I’ve learned is that over time an organization takes on the
characteristics of its leader.
Even today, you find characteristics
of Sam Walton all around the world because they’ve been translated into those
organizations. Walmart culture has been embraced around the world by our
associates today in stores, in our Home Offices, around the world.
WW: Our culture really has been a competitive advantage for us
over the years. Could you share your thoughts on the role of our culture in our
business success?
DM: I think it’s first and foremost the reason why the
company has been successful and will continue to be.
The culture allows you to change.
It’s interesting. You’ve seen this in the history of some other businesses.
It’s not like anybody wants to bottle it up, lock it down, and say, “This is
what it is,
and it’s never going to be any different than this.” The principles of respect, strive, serve, and integrity stand the test of time. One of the things that’s embedded in our culture is a certain amount of humility that enables you to get better.
and it’s never going to be any different than this.” The principles of respect, strive, serve, and integrity stand the test of time. One of the things that’s embedded in our culture is a certain amount of humility that enables you to get better.
When technology changes your
business, or a new competitor arises, you’re able to overcome it. That’s the
key because this isn’t about just taking the Walmart Supercenter and stamping
out 10,000 of them. It’s about learning how to change merchandising categories
and approaches to store customers and marketing and everything that we do.
Associate engagement, keeping it
fresh, keeping it contemporary, being a leader in those areas, are also parts
of what it means to be a Walmart associate and to have Walmart culture.
WW: So our culture, you seem to be saying, is heavily reliant
on more than just what we say.
DM: I would say that what we say matters less. What we do
really matters. Walmart culture is much more about behavior, habits,
organizational practices in the store, in the hallways, where people do
genuinely demonstrate respect, and caring and high expectations. That’s the
behavior we’re looking for. I hope that as we talk about culture, we’ll keep it real.
The ability to strive for excellence
and allow yourself to change frequently, and in some cases in very big ways—
innovating with technology for example—is an example of where our culture has
caused us to be successful.
