The context
McCormick & Company is a global flavour business operating across more than 170 countries; TE Connectivity is a Fortune 500 engineering and connectivity provider. Both organisations face the operational challenge of running multi-discipline teams across geographies, where capability gaps are easy to feel and hard to evidence.
What changed when the matrix went in
At TE Connectivity (process engineering team)
"The solution is fantastic. Once I inserted all my team members, there were gaps in training identified that I was not aware of." Process Engineer, TE Connectivity
The team had assumed it had broad coverage on its core process disciplines. The matrix surfaced two specific single-points-of-failure that had never come up in performance conversations because they were attached to people who never complained. Both were closed inside one quarter through pairing and a single targeted training engagement.
At McCormick & Company
"Implementing the Skills Matrix has revolutionised how we develop individual and team capabilities. It has streamlined our developmental approach, providing structured pathways and clear progression. The Capability Manager has also provided exceptional 1-2-1 support, ensuring our journey is supported." Sam Robinson & Naeem Mulla, McCormick & Company
For McCormick the value showed up most in development conversations: each team member could now see, on one page, the priority skills for their role and where they stood today. The "what should I work on next?" question, historically one of the hardest in any 1-2-1, became the easiest.
What the methodology actually did
- Made the implicit explicit. Both teams already had opinions about who was strong where. The matrix turned those opinions into a structured, shareable view.
- Surfaced specific SPOFs. The single-point-of-failure pattern is the most common "we didn't know that was true" insight from a first-pass matrix.
- Anchored development conversations. The roadmap output gave every individual a clear, evidence-based answer to "what should I work on next?"
- Travelled well. Both organisations operate globally; the matrix worked the same in every region because the methodology is language-agnostic.
What we'd do differently today
The McCormick and TE engagements were built on the original Excel template plus consultant-led capability management. In 2026 we'd recommend the same starting point, the £199 Excel template as the structured first instrument, and then the £1 PulseAI upgrade for any team that wants real-time, mobile, multi-team continuation. The methodology is identical; the operating shape is just better.
What to take from this
- The most valuable insight from a first-pass matrix is usually an SPOF you didn't know existed.
- Development conversations become materially easier when both manager and team member are looking at the same evidence.
- The methodology travels, global teams in different industries get value from the same framework.
Quotes used with the permission of the named individuals. Last reviewed: 26 May 2026.