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Exhibit 4 The Wheat Wave: Common Patterns of Consumption

Cumulative Change in Total Wheat Consumption per Capita 1980–2003

60%

40%

20%

0%

  • 20%

Quality

  • 40%

Survival

Convenience

Customization

  • 60%

$0

$5,000

$10,000

$15,000

Normalized GDP per Capita

China

India

Turkey

Brazil

Poland

Hungary

Sources: Food and Agriculture Organization of the United Nations FAOSTAT, online database (1961–2003); International Monetary Fund, World Economic Outlook Database, April 2006; Booz & Company

through lighter and less formal mechanisms. These may include centers of excellence, which are populated with thought leaders who research best practices in a particular area and disseminate them throughout the company, or virtual teams, which are cross- functional, cross-geographic teams that come together regu- larly to share information.

Although a category’s intrinsic characteristics are a key consideration in developing a global management structure for

that category, companies also need to take into account their strategy in the category: Is the category mostly a commodity play for the company, which would imply that category management should focus on cost efficiency? Or are innovation and speed-to- market the top strategic priorities? Is global expansion a major growth avenue for the category? The answers to these questions are crucial to determining the best management structure and leadership style for each category

in which the company operates (see “Seeking the Best Fit”).

Defining the Company’s Global Management Model Because the ideal global management structure may vary from business to business, there is a real risk of developing an overly complex operating model at the corporate level, with a multitude of coexisting management structures tailored to fit the diverse needs of individual categories. The key question here

8

Booz & Company

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