How Decisions Are Made in Complex Organizations: Interview with Martín Faes (Kenvue)
Episode 9 | Martín Faes & Federico Esseiva
Large consumer goods companies make decisions every day that impact millions of consumers and teams across multiple countries. These decisions demand speed, sound judgment, and the ability to navigate complex organizations and matrix structures where formal control is often limited. We spoke with Martín Faes, General Manager for South Latin America at Kenvue, to understand how these decisions are made and what they require.
The World of FMCG and Its Decision Dynamics
In the fast-paced world of FMCG, where uncertainty is constant and Latin American markets present unique challenges, Martín Faes leads complex organizations with a focus on agility, active listening, and the ability to influence beyond formal reporting lines. In this new episode of Decision Leaders, he explains how he makes decisions across different countries, cultures, categories, and economic environments.
With more than 20 years of experience in FMCG, Martín began his career at Clorox and later joined Johnson & Johnson —which eventually spun off into Kenvue— holding roles in sales, marketing, and general management across the region. An economist from Universidad Torcuato Di Tella with an Executive MBA from IAE, he combines a strong analytical background with a growing interest in people leadership.
To explore how he approaches multicultural decision-making, how he balances speed with collaboration, and what he learned from past mistakes, he sat down with Federico Esseiva, Partner at Tandem.
How Decision-Making Evolves Over Time
Federico Esseiva: Having worked across different countries and business areas, what general learnings have you gained about decision-making throughout your career?
Martín Faes: As your career evolves, decisions become more complex. I see myself as a leader who tries to make decisions quickly to avoid delays that slow down teams or affect the business. I also try to listen to diverse voices and, at the same time, avoid unnecessary escalation. Sometimes the best decision is lowering the level at which decisions are made so the organization can move forward. It’s the “decision not to decide.”
Over time, I’ve seen a trend toward large decision-making meetings where many participants don’t actually influence the outcome. That creates frustration and slows everything down. Empowerment matters: decisions move faster when topics that don’t need escalation stay where they belong. Empowering teams also means allowing mistakes and learning quickly.
Making Decisions in Multicultural Teams: Listening More Than Talking
FE: You’ve worked with multicultural and multidisciplinary teams across several countries. What challenges does that bring to decision-making?
MF: Intercultural complexity comes with the benefit of multiple perspectives. In my first global role, I worked with colleagues from India, the UK, Australia, and the US, while representing Latin America. I learned that early on you need to listen more than you speak. Different cultures bring different experiences, markets, and consumer mindsets. Influencing others can be challenging because everyone carries their own mental models.
FE: I imagine misunderstandings and different communication styles also play a role.
MF: Absolutely. Language is a barrier — sharing your ideas in a language that’s not your own is harder. There’s also the assumption that all Latin Americans think alike because we speak Spanish, when in reality there are meaningful cultural differences. All of this influences how people challenge ideas, disagree, or contribute to a decision.
Leading in Matrix Organizations: Influencing Beyond the Org Chart
FE: You work within large and complex organizations. From an organizational standpoint, what enables agile and effective decision-making?
MF: Matrix organizations come with their own challenges. We are highly fragmented across functions and sub-functions, many of which do not report linearly. In these structures, informal leadership is critical. The ability to influence through dialogue, listening, and building consensus is essential for making progress. Some areas give you decision-making authority, others only influence, and others are predetermined. It’s not efficient to spend energy on areas you can’t change.
If you insist on changing what cannot be changed, you waste time and resources. The focus should be on the areas where you can truly make an impact, while working through influence on the rest when possible.
Adapt Fast, Correct Fast: The Latin American Advantage
FE: Having worked in so many countries, what contextual factors are key for effective decision-making?
MF: In Latin America we operate with high volatility, and adaptability is part of our DNA. Teams from more stable regions are often surprised by how quickly we can shift direction when the context changes. That flexibility is a strength, as long as it’s not applied impulsively.
FE: How do you balance giving a decision time to mature with the need to pivot quickly?
MF: Two opposing forces coexist. On one hand, you should make mistakes early and correct them quickly. On the other, some decisions need time to mature. It depends on judgment and on how much time the organization has. Many decisions weren’t wrong when they were made—they were the best possible at that moment based on available information. What matters is recognizing when you made a mistake. Many leaders correct direction but never acknowledge it. Owning mistakes is key for learning.
Advice for Leaders and for Those Starting Their Careers
FE: What advice would you give CEOs or leaders who feel their organizational decisions aren’t effective?
MF: Listen to diverse opinions, learn from mistakes—your own and others’—bring in external perspectives from clients and consumers, and always ask what is best for the business. Spending time with customers and consumers dramatically improves decision quality.
FE: And what advice would you give younger generations?
MF: They have an updated understanding of consumers and a strong ability to question the status quo, which is a huge strength. But they also need more patience: learning cycles take time. I recommend finding leaders they can learn from, staying in roles long enough to absorb those lessons, and not expecting everything to happen immediately.
What’s Next on Decision Leaders
Our conversation with Martín Faes shows that decision-making in complex organizations is not just a rational exercise. It requires navigating cultures, understanding constraints, listening deeply, influencing effectively, and acknowledging mistakes with humility. At Tandem, we work with organizations facing these challenges through our Organizational Decision-Making solutions, helping matrix structures and diverse teams make decisions that are faster, clearer, and more aligned.
As a preview of our next episode, we will explore a critical area for any company: organizational and human resources decisions with direct business impact. We will speak with a global leader who has worked in the United States, Europe, and China, and who today shapes cultures, structures, and capabilities in large global organizations.
In the meantime, we invite you to keep exploring real decision-making stories. We recommend the interview with Javier Carnevali, Director of Procurement and Supply at Grupo Herdez, who shares how procurement decisions influence price, quality, and sustainability.