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Delivering better results, faster bottom-up  Alexander Hillenbrand Managing Partner May 2011 Discussion support slides
The biggest CEO challenge is to bridge the strategy-results gap… “Our company is embarking on a new phase of growth.  How ...
… also referred to as the  knowing-doing gap. Want people to … understand Want people to… do <ul><li>Financial understandi...
The most common approaches are top-down & “telling” in essence…
… which works well in the first phases of the “change path”… fragen Rough Planning:  2. Generating Motivation Detailed Pla...
… but can lead to unintended results in the later phases… Different understanding.. … different directions. => leading to ...
… where results are better & quicker with employee-driven “discovery”. Letting valuable managers discover bad and good app...
When the employee decides to act, on the right things, results happen. The key to action is  for each to resolve his/her g...
Our Behavior Change Path helps bridge the gap and find alignment Participants currently do… Therefore, participants  will ...
Our events are immersive and practical,  => geared towards “aha moments”… Business Simulations E-learning Self-assessment ...
… and participants’ ownership and commitment to act on their plans.
Engagement examples
Engaging middle management in the GloBE journey. <ul><li>CEO change </li></ul><ul><li>Need to streamline & simplify for ef...
Quicker business results by working smarter, not harder.  <ul><li>Just gone private, new executives </li></ul><ul><li>Poor...
Aligning sales and operations around strategic priorities  <ul><li>Pana tough competitive, financial, structural stance </...
Other interesting engagements: <ul><li>Sales $100bn, 5 banners, 2100 stores, 33 countries, 290k staff </li></ul><ul><li>Cu...
At the end, we help you deliver results through your people  (bottom-up vs. top-down) We simplify even the most complex We...
Thank you! Alexander Hillenbrand [email_address] Tel: 514 710 0542
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TPC intro slides_KathyandSusan

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  1. 1. Delivering better results, faster bottom-up Alexander Hillenbrand Managing Partner May 2011 Discussion support slides
  2. 2. The biggest CEO challenge is to bridge the strategy-results gap… “Our company is embarking on a new phase of growth. How can I rapidly align my managers to the new strategy and drive home the game changing actions required?” “Our company is transforming to meet future needs. How can I infuse our organization with new capabilities, step-change process improvements and true inter-functional collaboration to win the future?” “We need a stronger follow-through to deliver results after adopting a new strategy and organizational focus. How can I deepen managers’ understanding of the company from an investor perspective and get them to act in line with TSR?” Typical CEO challenges/needs:
  3. 3. … also referred to as the knowing-doing gap. Want people to … understand Want people to… do <ul><li>Financial understanding </li></ul><ul><li>Business acumen </li></ul><ul><li>Leadership </li></ul><ul><li>Strategy </li></ul><ul><li>Change management </li></ul><ul><li>Operational efficiency </li></ul><ul><li>Improve (where we are – should be) </li></ul><ul><ul><li>Link daily decision to “SH value” (margin mix, efficiency, cost reduction) </li></ul></ul><ul><ul><li>Do things smarter not work harder </li></ul></ul><ul><ul><li>Step change improvements </li></ul></ul><ul><ul><li>Take-out non-value added in process </li></ul></ul><ul><li>Accelerate (what we do – should do) </li></ul><ul><ul><li>Get quicker results from new process or strategy or learning,.. </li></ul></ul><ul><ul><li>Step change improvements </li></ul></ul><ul><ul><li>Take-out non-value added in process </li></ul></ul><ul><li>Change </li></ul><ul><ul><li>Get ready </li></ul></ul><ul><ul><li>Reduce resistance to new way </li></ul></ul><ul><ul><li>Align org behind new strategy, process… </li></ul></ul><ul><ul><li>Encourage role models </li></ul></ul>Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html
  4. 4. The most common approaches are top-down & “telling” in essence…
  5. 5. … which works well in the first phases of the “change path”… fragen Rough Planning: 2. Generating Motivation Detailed Planning: 3. Qualification & Cooperation Realization of Measures: 4. Commitment 5. Continual Support: Internalizing (Performance) Time Productivity, Motivation Change Initiation: 1. Create Awareness Original Performance Level Learning Saying Questioning (oneself) Hearing, Seeing and Reading Source: Tata Interactive Systems GmbH
  6. 6. … but can lead to unintended results in the later phases… Different understanding.. … different directions. => leading to frictions between functions that ought to cooperate Force-feeding views to people that have been hired to think for themselves. => Leading to change resistance. Image: http://www.seantis.ch/blog
  7. 7. … where results are better & quicker with employee-driven “discovery”. Letting valuable managers discover bad and good approaches on their own terms increases their ownership and propensity to act on their plans. => Resulting in a motivational and inspirational atmosphere and a “can-do” culture. image: http://pixdaus.com/single.php?id=75833
  8. 8. When the employee decides to act, on the right things, results happen. The key to action is for each to resolve his/her goal, belief, feeling, value conflicts. Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html
  9. 9. Our Behavior Change Path helps bridge the gap and find alignment Participants currently do… Therefore, participants will do… Exposure to the “The Practice Company” Event & Process Makes them: -view…from common perspective -think… -believe… -feel… -know… -choose interpretations role models state of mind Because they currently: -view…from their perspective -think… -believe… -feel… -ignore… -follow directives -follow role models -have a state of mind Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html
  10. 10. Our events are immersive and practical, => geared towards “aha moments”… Business Simulations E-learning Self-assessment Coaching Team assignments Seminars Groups (small or large) Alone On-location Distance Virtual (ex. Secondlife) Images: Tata Interactive Systems GmbH Big Business Photo: http://www.purplepawn.com/2009/10/the-business-of-games%E2%80%94game-jobs/
  11. 11. … and participants’ ownership and commitment to act on their plans.
  12. 12. Engagement examples
  13. 13. Engaging middle management in the GloBE journey. <ul><li>CEO change </li></ul><ul><li>Need to streamline & simplify for efficiency </li></ul><ul><ul><li>14 ERPs ->mySAP </li></ul></ul><ul><ul><li>600k -> 167k suppliers </li></ul></ul><ul><ul><li>Huge data ->50% bad </li></ul></ul><ul><li>Decentralized culture can lead to “clash” </li></ul><ul><li>Aim: Global Business Excellence </li></ul><ul><li>GloBE journey = $2.4bn, 3500 people </li></ul><ul><li>Under CFO guidance, standardize on 1 set of financials = EVA </li></ul><ul><li>Target group: international, middle managers (10-25yrs exp.) </li></ul><ul><li>Simplify EVA theory and make it practical </li></ul><ul><li>Include sim in 10 day course as capstone </li></ul><ul><li>First Internet-based seminar for broader roll-out </li></ul>Context: Actions: Nestle: Sales: $70bn, in 200 countries with 250k employees
  14. 14. Quicker business results by working smarter, not harder. <ul><li>Just gone private, new executives </li></ul><ul><li>Poor performance </li></ul><ul><li>Training need: </li></ul><ul><ul><li>GPROI </li></ul></ul><ul><ul><li>Business Acumen for Store Managers </li></ul></ul><ul><li>Pilot seminar for Store Managers w/ final pres to SVPs, VPs, DMs </li></ul><ul><li>Roll-out w/ DM in teams </li></ul><ul><li>Results analysis by Finance </li></ul><ul><ul><li>Payback immediate </li></ul></ul><ul><ul><li>Sig improvement on all KPIs </li></ul></ul>HBC: Sales of $7bn in 550 stores under 3+ banners Context: Actions & Results: 9x 12x 15x 5x Inv turns 33% 24% 22% 30% GP% 305% 285% 330% 150% GPROI $275 $425 $600 $170 Sales/f2 Target WMT Loblaws HBC  
  15. 15. Aligning sales and operations around strategic priorities <ul><li>Pana tough competitive, financial, structural stance </li></ul><ul><li>Pana new CEO 3yrs before & dramatic re-org </li></ul><ul><li>Culture change </li></ul><ul><ul><li>Japanese -> Global </li></ul></ul><ul><ul><li>Hierarchical -> ind. initiative </li></ul></ul><ul><li>Middle Mgr Course but needs improvement </li></ul><ul><li>Needs </li></ul><ul><ul><li>get Middle Mgrs on board </li></ul></ul><ul><ul><li>CCM understanding </li></ul></ul><ul><li>Designed a 5 day event for International middle managers </li></ul><ul><ul><li>Change mgmt </li></ul></ul><ul><ul><li>Business Acumen </li></ul></ul><ul><ul><li>Collaboration of 2 vendors </li></ul></ul><ul><li>Got CFO buy-in & support </li></ul><ul><li>Collect payback evidence </li></ul><ul><li>New challenge on horizon: make bigger business impact </li></ul><ul><li>Initiative: e-com project “wejoinyou.com” </li></ul>Context: Actions & Results: Pansonic sales: $111bn with a staff of 385k
  16. 16. Other interesting engagements: <ul><li>Sales $100bn, 5 banners, 2100 stores, 33 countries, 290k staff </li></ul><ul><li>Custom-build online Sim for virtual teams of new managers </li></ul><ul><li>Objective: understand the group, strategy, structure, financial measurements </li></ul><ul><li>Sales $15bn, 315 stores TX & MX, 76k staff </li></ul><ul><li>Re-application of HBC program </li></ul><ul><li>Participants: HIPOs, store mgrs, school of retail leadership </li></ul><ul><li>Objective: From Mgr to Leader, Retail Finance, Achieve results through others </li></ul><ul><li>Global, integrated financial services company, 50k staff </li></ul><ul><li>Creation of process simulation authoring platform </li></ul><ul><li>Objective: process improvements & “learning by doing” w/ six sigma program </li></ul><ul><li>Global logistics company part of DP, Sales $75bn, Staff:275k, </li></ul><ul><li>Online competition in 3 stages for university graduates </li></ul><ul><li>Objective: Talent acquisition and employer branding </li></ul>
  17. 17. At the end, we help you deliver results through your people (bottom-up vs. top-down) We simplify even the most complex We get people to find new ways We’re experienced industry execs Practical, leading-edge methodology Our participants deliver results Ex: Nestl é , Panasonic (work smarter not harder) Ex: HBC - LeShop.ch online grocery (now part of Migros) - HBC, HEB, BAG-Rewe, Metro, Manor - P&G, Nestl é <ul><li>- Used in life critical situations </li></ul><ul><li>Partnership with client </li></ul><ul><li>Real behavior change </li></ul><ul><li>Take-out non-value added </li></ul><ul><li>Stop sub-optimal/wrong actions </li></ul><ul><li>accelerate understanding & application </li></ul><ul><li>align actions with strategy </li></ul><ul><li>bridge knowing-doing gap in daily actions </li></ul>
  18. 18. Thank you! Alexander Hillenbrand [email_address] Tel: 514 710 0542
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