theceomagazine.com | 77Alfamart Philippines how he’s seen fit. He’s able to select
the best elements from SM Group and Alfamart, which he
describes as “one of the best partnerships I’ve seen”.
“As a start-up, we have to live with limited resources
and make tough choices on where to invest,” he says.
“I scrutinise anything that doesn’t benefit our customer,
or improve the capabilities or wellbeing of our employees.
I challenge the organisation to find ways to improve
efficiency before hiring additional people.
“To drive home that point, I don’t have my own
personal assistant. Managers can call me directly. I want to
be accessible to them; I value openness and transparency.
Issues need to be discussed and addressed as fast as possible
- there’s no room for red tape in my organisation.”
For Harvey, inspiration has come from other companies,
too. “I remember going to a start-up fintech company in
the Philippines,” he says. “There were no walls, just teams
working around long tables. That’s how it was structured.
Even the boss worked at one of those long tables, and
everyone addressed each other by their first name. Everyone
spoke to each other instead of email. “That’s the kind of
culture I want to create in Alfamart, regardless of how big
it grows.”
Inspired by this experience, Harvey has made
demonstrable strides towards his vision of an interconnected,
collaborative environment. The head office has brought in
new team members to the point where Harvey has given
up having his own office, but that works to his advantage.
He does his best work away from his desk – surveying
Alfamart stores and ensuring standards of excellence.
But, perhaps most importantly, being seen by employees
reinforces the fact that he’s invested in their success. It’s
a lesson he learned as Vice President for Marketing at
Jollibee, one of the largest fast-food chains in the Philippines.
“I’m not just there to find fault,” he says. “I’m there to
congratulate and thank our frontliners for doing a good job.”
Crucially, Harvey has had to adjust his leadership
style to accommodate a growing number of millennial
employees. “They want recognition, a sense of belonging
and to be able to contribute to a bigger purpose,” he says.
“It’s not just about monetary rewards. It could be simple
recognition for doing a good job. A handshake, or a lunch
to show my appreciation. My generation was fixated on
salary and promotions, all that practical stuff. But for this
generation, there’s a greater need to feel they are making
a difference and to be part of a greater purpose.”
Harvey has a clear understanding of Alfamart’s
contributions to society. As committed as he is to his
employees, Harvey has always held the belief (since his time
with P&G) that the customer is boss. “I remain obsessed
with giving my customers what they’re looking for. I don’t
think that will ever change,” he muses.
“We are grateful for the opportunity to make a
difference, no matter how small, in the lives of so many- from our customers, who appreciate how we’re uplifting
their shopping experience, to our employees, who benefit
from our training and grow into bigger roles,” he says.
“I also love the opportunities we’ve created for our business
partners, whether that’s our lessors, contractors, suppliers
or tenants.”