Growth mindset in action: Unilever International pioneers a new era of AI-powered leadership

“In this next era of work, I stand by one belief: technology should always be human-centric, drive business growth and secure livelihoods.” – Larissa Murmann, Digital Chief Human Resource Officer, Unilever International

Unilever International (UI) has a target that sounds almost audacious: grow its business to €5 billion (US$5.85 billion) by 2030. As Unilever’s global whitespace growth engine, UI is already a formidable force, having scaled tenfold to reach over 500 million consumers in nearly 200 countries. But to achieve its next level of ambition, the organisation is not just looking at algorithms and automation. It is looking at its people, through the lens of a radical, human-centric philosophy championed by its Digital Chief Human Resource Officer, Larissa Murmann.

In the corporate world’s frantic race to leverage AI, the prevailing narrative often equates technology with efficiency, and efficiency with a reduced headcount. Murmann is actively steering UI in the opposite direction. For her, AI is not a tool to shrink the workforce; it is the key to safeguarding it, enabling a future where human potential is not replaced, but amplified.

“To any rational business leader, that might sound unmanageable,” Murmann told HRM Asia of the €5 billion goal. “But that’s precisely where AI comes in – not as a threat, but as a strategic tool to enable our growth agenda. We reframe AI not to do the same work with fewer people; instead, we see it as a way to do more work, better work, and new types of work – with the incredible people we already have.”

This philosophy was forged through Murmann’s 13-year career across eight different countries, from emerging markets like Indonesia and Mexico to established economies in Europe and the US. In every role, the mandate was a familiar one: “drive growth, do more with less, and unlock innovation.” This constant balancing act between ambition and constraint cemented a core belief that now defines her work at UI. “There wasn’t one single moment that convinced me technology must be designed to serve people,” she reflected. “Rather, it’s a belief that has been forged through a global journey of constant reinvention.”

At UI, where she is building an AI Hub from the ground up, this belief is being put to its ultimate test. She must convince leaders and stakeholders, often fixated on shorter-term profitability, that investing in people alongside technology yields a more sustainable and ultimately more valuable return.

“The pressure is real,” Murmann admitted. “As businesses scale, the default reaction is to chase short-term savings. But at UI, we chose a different path.” Her argument to fellow leaders is both ethical and economic. “Human-centric AI adoption isn’t just ethical – it’s economically sound. It reduces burnout. It boosts engagement. It unleashes new creativity. And it prepares your workforce for a future that’s already here. Yes, short-term efficiency may sell well in a spreadsheet. But sustainable growth comes from people who are empowered – not replaced – by technology.”

To turn this vision into reality, Murmann understands that technology alone is not the answer. The greatest risk, she believes, is not the technology itself, but the human capacity to adapt to it. “The greatest blind spot in any future-focused strategy is assuming that leadership will evolve quickly enough to meet the moment,” she cautioned. “We no longer have three to five years to build a leader. We must transform them now.”

To accelerate this transformation, she has introduced a Digital Leadership Code, a formula for the modern leader that goes beyond traditional management training. It is a synthesis of three distinct intelligences: AI, emotional intelligence (EI), and the far more unconventional subconscious intelligence (SI).

AI provides the performance engine, EI ensures empathetic and human connection, but it is SI that represents the boldest frontier. Murmann defines it as the ability for leaders to access intuition, creativity, and deep self-awareness. “It includes practices like inner child healing, manifestation, deep self-connection, and soul-aligned goal setting – concepts traditionally reserved for personal or spiritual spaces,” she explained.

Murmann is acutely aware of the scepticism such concepts might face in a corporate boardroom, as she continued, “Yes, introducing SI into the workplace comes with risk. It’s unconventional. It may challenge established norms. But in my view, the greater risk is clinging to outdated approaches that are too slow for the pace of disruption we face.”

“And the only way to do that is by helping them master their most powerful tool: the mind.”

The strategy is already showing results. UI has embarked on an upskilling journey for its top leadership. “At the start of this year, only one out of our top 50 leaders – our Chief Technology Officer – was upskilled in AI,” Murmann noted. “Today, over 50% of them hold a certified understanding of AI, and the journey continues. That transformation didn’t happen by accident. It took serious investment, yes – but more importantly, it took persistent nudging, storytelling, and inspiration.”

To democratise access to the more personal aspects of this development, UI has partnered with external platforms like Mindvalley, a personal growth platform. Murmann likens it to “the Netflix of personal growth: addictive, accessible, and empowering.” The goal is to get leaders hooked on their own evolution. “When you want to rapidly transform leaders, they need to become addicted to their own transformation. That’s not just a mindset shift. That’s a business strategy.”

The constant compass: Leading with a growth mindset

When asked to distil her entire leadership philosophy into a single principle, Murmann does not point to a specific technology or methodology. She pointed to a mindset. “If I had to leave behind just one foundational principle for leading in the digital age, it would be this: lead with a growth mindset,” she stated unequivocally.

For her, this is the “survival skill” that transcends any single technological wave. “Technologies will evolve – AI may be the flavour of the season today, but tomorrow it will be something else,” she said. “What remains constant is the pace of change, the complexity of our environments, and the rising expectations placed on leadership.”

READ MORE: Your AI needs a conscience. HR holds the key.

This mindset serves as her compass during the most difficult decisions, especially when operational efficiency and human wellbeing appear to be in conflict. It reframes challenges as opportunities and discomfort as a necessary part of progress. “It’s what reminds me that discomfort is not a problem to be fixed, but a signal of transformation,” Murmann explained. “While many people crave stability, predictability and familiarity, the new world will demand that we seek out the unfamiliar and consistently expand our comfort zones.”

This perspective shapes her view of a leader’s fundamental role in the modern workplace. It is not about having all the answers or controlling every outcome. It is about fostering an environment of resilience and adaptability. “It requires courage and self-awareness – and leaders who understand that our job is not to control the storm, but to help our people find their balance within it.”

Ultimately, Murmann’s work at UI is a high-stakes experiment in corporate evolution. It is a bet that the most powerful algorithm is the one that combines machine intelligence with human creativity, empathy, and intuition. It is a vision where technology serves not as a replacement for people, but as a digital teammate that elevates their capabilities. As she leads this charge, her guiding principle remains clear and unwavering.

“My dream is not just to help UI grow – it is to do it without burning out our people and enabling them to grow with the business, not despite it. When used wisely, AI can be the supertool that transforms everyday employees into augmented leaders. As HR and business leaders, it’s our job to make sure that happens,” she concluded. “In this next era of work, I stand by one belief: technology should always be human-centric, drive business growth and secure livelihoods.”